Date of Award
5-1989
Document Type
Thesis - Restricted
Degree Name
Master of Science (MS)
Department
Nursing
First Advisor
Madeline Wake
Second Advisor
Sue Ellen Pinkerton
Third Advisor
Beverly Steele
Abstract
One of the issues identified in the literature is nurses' lack of understanding and utilization of power to the profession's advantage. Very little research about power in nursing administration has been conducted. Therefore, the purpose of this study was to explore how power orientations of chief nurse executives (CNEs) related to individual and organizational characteristics. The frame of reference was Kemelgor's conceptualization of power as a process that occurs simultaneously at individual, organizational, and societal levels. Power orientations were measured using Cavanaugh's Power Orientation Scale (POS). Individual and organizational characteristics were measured using a tool developed by the researcher. Questionnaires were mailed to 131 CNEs in JCAHO accredited acute-care hospitals in Wisconsin. Pearson product-moment correlations between POS scores and individual and organizational characteristics were determined.
According to the findings, CNEs believed strongly that power is good, that it is a natural instinct common to all people, and that it is achieved and maintained through personal political skills. CNEs believed to a moderate degree that powerholders are charasmatic (sic) and achieve autonomy by controlling others. CNEs did not believe strongly that power is acquired and maintained by creating dependency in others, either by controlling resources or withholding information. Weak but significant positive correlations were found between Power as Good and position years, Power as Good and level of education, Power as Instinctive Drive and age, and Power as Political and level of education. A weak but significant negative correlation was found between Power as Instinctive Drive and Committee participation. Position years for CNEs were low. One-quarter of CNEs had been in the role less than six months, one-half less than three years. The low mean for position years has implications with regard to CNEs holding positions long enough to established power bases. The lack of a tron belief by the group for Power as Resource Dependency is a cause for concern. Wisconsin CNEs may not be using power fully to the nursing profession's advantage if CNEs do not recognize the importance of resource dependency as a necessary power base. Future research needs to address the impact on nursing administration and nursing practice related to short tenure of CNEs. More studies are needed regarding CNEs and power as resource dependency.
Recommended Citation
Lash, Christine L., "Power Orientations of Chief Nurse Executives and Relationships to Individual and Organizational Characteristics" (1989). Master's Theses (1922-2009) Access restricted to Marquette Campus. 5679.
https://epublications.marquette.edu/theses/5679