INFLUENCE STRATEGIES: IMPACT OF ORGANIZATIONAL VARIABLES ON PATTERNS OF USE AMONG HOSPITAL-EMPLOYED NURSES (POWER, HIERARCHY).
Contributors: Wayne State University.
Published: 1984
Number of pages: 152
Subjects: Health Sciences, Nursing.
Description: Empirical investigations of power and influence within nursing has thus far been limited. This study was designed to explore patterns of influence strategies used among nurses within health care organizations, and to examine relationships between selected structural variables and the exercise of influence. The classification scheme of organizational influence strategies was inductively developed by Kipnis, Schmidt, and Wilkinson (1980). Hypotheses were derived from a theoretical model of the influence process and empirical generalizations reported by Kipnis and associates (1980, 1983).

A convenience sample of 271 registered nurses from three hierarchical levels--72 middle managers, 103 first-line managers, 96 staff nurses--within nursing departments of eleven Midwest hospitals was selected. Subjects completed Profiles of Organization Influence Strategies (POIS) (Kipnis & Schmidt, 1982), as well as demographic and position questionnaires. The POIS measure the frequency with which influence strategies are used with manager, co-worker, and subordinate targets. Analysis yielded partial support for the hypotheses.

Within each hierarchical subsample, level of the target of influence was found to have a significant differential effect on the use of five out of six influence strategies. Patterns of the combined use of reason, assertiveness, and appeal to higher authority differed significantly between hierarchical level groups. Weak, significant correlations were found between span of control and the use of assertiveness by each subject level, and appeal to higher authority by staff nurses.

Based on the theoretical model and previous research, tentative conclusions are discussed. There is preliminary evidence of discretionary judgement on the part of nurses when exercising influence. The authority vested in positions is suggested as accounting for the hierarchical level differences. Intervening variables may explain relationships found between span of control and the use of influence strategies. The potential for the control of resources to be employed as a base of power is also explored.

The explanatory ability of this study was somewhat hindered by the degree of applicability of POIS items to the sample> Theoretical conclusions warrant refinement of propositions and further examination. Empirically substantiated knowledge of influence processes within nursing could be utilized to enhance organizational functioning and the delivery of health care services.
Notes: Source: Dissertation Abstracts International, Volume: 45-03, Section: B, page: 0828.

Thesis (PH.D.)--WAYNE STATE UNIVERSITY, 1984.

School code: 0254.