All of us in the healthcare industry are facing irresistible and strong forces for change, calling for leaders capable of leading change throughout their organizations in order to survive and flourish in the days to come. I’ve learned a lot throughout the years from other executive and physician leaders and from collaborating with my coaching colleagues. In this blog, I’ll share some of what I learned.
Leadership Styles Used by Medical Leaders
I recently retired from a Chief Medical Officer position in a large integrated health system and have been able to focus more on executive coaching. In coaching, we have to build trust and rapport quickly so we may better advise and guide executives and other clinical leaders through their high-performing leadership journey.
I find myself reflecting on the role of power and influence in healthcare leadership based on various discussions and my own experiences. There are a number of different sources of power and influence that leaders can use. The social psychologists John French and Bertram Raven, in 1959, described them as the 5 leadership styles:
- Position power comes from position or title.
- Reward power comes from the ability to provide a reward or some sort of payment or recognition.
- Punishment or coercion power comes from the ability to provide a negative consequence for non-compliance.
- Knowledge power comes with having a high level of knowledge about a particular subject matter.
- Expertise power comes from having successfully done whatever the task is repeatedly in the past.
- Referent power comes from relationships of trust and respect.
It is easy for a leader to utilize position power as the method to make change happen. Position power comes from a person’s title or position in an organization. Things happen because the leader dictates that they will. Often in this scenario, we will hear comments like, “If people don’t like it, they’ll have to live with it or find somewhere else to work.” Little or no attention is paid to the relationship between the leader and subordinate. The changes take place but at a price. Often a very high price.
If the leader uses referent power the changes can happen more easily and with much better engagement from the majority of people on the team.
What is Referent Power in Leadership
Referent power comes from relationships, and it takes time to develop. The leader needs to be open with team members, admit mistakes, explain his or her own weaknesses, emote humility, and take the time necessary for others to know him or her truly and understand them. It comes from being meticulously honest and following through on commitments. In short, it comes when others truly trust the leader.
We gain referent power when others trust what we do and respect us for how we handle situations. Learning how to harness and gain more referent power is key for leaders, even those not in senior or executive roles. There is increasing pressure to drive performance in this challenging and turbulent healthcare environment. New partnerships and relationships within the organizations and other strategic alliances are necessary.
What is an example of referent power in leadership?
Nelson Mandela is an example of referent power in leadership. During the anti-apartheid movement in South Africa, Mandela’s leadership and presidency exemplified referent power. His commitment to justice inspired admiration and loyalty. Mandela’s integrity, empathy, and ability to connect with people on a deeply personal level allowed him to unify a divided nation and motivate others to strive for a better, more equitable future.
How to Build Referent Power in Healthcare?
Building referent influence in healthcare entails earning the admiration of others through nurturing positive relationships, maintaining personal integrity, and mastering effective communication. This begins with demonstrating expertise by always updating your skills and sharing this knowledge with colleagues to build credibility.
Create a cooperative environment by collaborating with your team, exhibiting ethical behavior, and being transparent about decisions, especially when mistakes occur. Communicate effectively by listening and responding using clear and respectful language. Show appreciation by acknowledging the contributions of others, cultivate a culture of gratitude within your team.
Healthcare leaders don’t need to push their own agenda or “bully” to see results. High-performing leaders and teams know how to influence people and partners by utilizing their trusted relationships in an honest and transparent manner. Referent power can become one of the best tools in their toolbox and it pays dividends over and over through results.
Executives and leaders often outperform in physician and employee engagement when they are able to use their referent power and influence. Physicians also tend to become more engaged and devoted to the organization when they feel they can trust the administrative leaders. Time spent developing referent power is time well spent.
