Discussion 4.1: Personal Power and Empowerment

Hagberg (2002) describes personal power as the mishmash of external and internal powers. Based on this understanding, Hagberg systematizes personal power into six stages. Precisely, my personal power ranking with regard to Hagberg’s six-stage model is Stage Four. According to Hagberg, the Fourth stage, Personal Power, refers to Power by Reflection and is characterized by individual competency, reflection, being strong, as well as encompassing significant strength and abilities in mentoring others (Hagberg, 2002). Other attributes of Stage Four Power include the demonstration of true leadership capabilities and comfortability with individual style.

According to Hagberg, the best activities to carry on forward as a Fourth-stage leader involve forgiving others, letting go of past encounters or events, and constantly getting engaged in constructive knowledge and wisdom-building capacities or scenarios (Hagberg, 2002). It is also essential for me to seek inherent silence and individual freedom as a way to realize my sole purpose and potential in life with regard to career development. It is worthwhile that Fourth Stage leaders often emphasize the organization’s mission and objectives. As evident from Hagberg’s analysis of stages of Personal Power, the fourth Power by Reflection is the initial stage in which focused leaders begin to develop wisdom in executing organizational affairs (Hagberg, 2002). Thus, the respective leaders usually concentrate more on their team’s welfare than on their individual needs or satisfactions.

Cultural diversities not only effect organizational processes but also influence an individual’s leadership orientation and empowerment approach. People are better able to hone their talents and skills in an environment that values the diversity of culture (Tomlinson & Allan, 2000). Having a variety of opinions and skills enables one to pick up knowledge from a wider range of coworkers. Additionally, it can improve one’s capacity for problem-solving and raise enjoyment and productivity.

As a fourth-stage leader, it would be integral to grasp and apply the advanced approach to impact a change in a multicultural organizational setup or project team. For instance, it would be necessary to effect empowerment with culturally diverse stakeholders through bridging the underlying customary and language barriers. This can be achieved by establishing a formal/neutral communication channel and language among the team members. In my role as a DNP student, I can apply structural and relational empowerment to lead transformative and improved health care reforms by mobilizing the underlying resources to accomplish the project goals. This would be attainable by according suitable access to the necessary data, opportunities, and assistance to the project teams in order to enable them to accomplish the respective practice changes and improved healthcare objectives.

References

Hagberg, J. O. (2002). Real power: Stages of personal power in organizations. Sheffield Publishing.

Tomlinson, C. A., & Allan, S. D. (2000). Leadership for differentiating schools and classrooms. Ascd.

Personal Power

Hagberg describes six stages of personal power including powerlessness, power by association, power by achievement, power by reflection, power by purpose, and power by wisdom (Armstrong & Sables-Baus, 2019). I am currently in the second stage of personal power known as power by association. Power by association involves learning an elevated skill set by seeking out professional mentors and taking on more leadership opportunities (Armstrong & Sables-Baus, 2019). The physician I work closely with is one of my mentors. We often discuss career opportunities once I finish my degree and projects that can give me more relevant experience. My manager has also given me more leadership experience at work. I lead our weekly meetings and create meeting minutes to recap the details. The next stage of personal power is power by achievement. I am actively working towards this next stage by pursuing my DNP-FNP degree. Power by achievement requires experience in clinical and management knowledge (Armstrong & Sables-Baus, 2019). The program coursework and clinical rotations will provide this experience to eventually accept a formal DNP-FNP position and move into the third level of personal power.

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Cultural Diversity

A hospital system must have cultural diversity at every level to provide optimal inclusion for both patients and staff. People in leadership are responsible for creating the culture of a company and recognizing when change is needed. Stanford (2020) recommends having stakeholders involved in conversations about diversity and inclusion and having culturally diverse people present for these discussions. Large-scale changes can be daunting and difficult to implement. Cultural diversity within a group can empower new ways of thinking drawing from unique perspectives and experiences. I would approach change conversations openly and honestly with all prospective stakeholders. I would listen to feedback regarding any differences in opinion. I would use the new information I gained to positively impact change for all members of healthcare.

Empowerment

Structural and relational are two types of empowerment leaders can foster within their colleagues. Structural empowerment requires access to information and appropriate resources (Armstrong & Sables-Baus, 2019). As a project leader and DNP student, I would make sure my team has the resources needed to access pertinent information. For example, I would get them access to articles that may be behind a paywall. Relational empowerment focuses on a relationship between leaders and team members for favorable outcomes (Armstrong & Sables-Baus, 2019). I would foster relationships in my team by getting to know my team members and their goals from being on the project. I would strengthen team dynamics by ensuring the members of the team were also making personal connections and working effectively together.

Discussion 4.1: Personal Power and Empowerment

References

Armstrong, G.E., & Sables-Baus, S. (2019). Leadership and systems improvement for the DNP.

Stanford, F. C. (2020, June). The importance of diversity and inclusion in the healthcare workforce. Journal of the National Medical Association, 112(3), 247–249. https://doi.org/10.1016/j.jnma.2020.03.014

Hello

One of the fundamental goals toward fostering excellent growth and advancement with regard to the organizational leadership entails understanding and interpreting one’s stage of personal power (Ocasio et al., 2020). I am greatly fascinated and impressed by the level of individual know-how and self-awareness that you have expressed in this post. Being aware of the specific stage of personal power is a milestone in laying an adequate foundation for future growth in areas of your weaknesses. It is also good to note that you have already set yourself on a journey to personal power growth in your organization by engaging and socializing with relevant mentors, such as your supervisors and managers. By associating yourself with such high-profile organizational staff, I believe you are on the right course to advancing to the third stage of personal power. The corresponding stage is widely manifested by an individual’s level of achievement. This is why I believe attaining a DNP-FNP degree would make you a qualified stage three leader. Do you have any other personal arrangements or plans to improve your proficiency as a stage two leader?

Great work, Skylar!

Reference

Ocasio, W., Pozner, J. E., & Milner, D. (2020). Varieties of political capital and power in organizations: A review and integrative framework. Academy of Management Annals, 14(1), 303-338.

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