Parallel Leadership: Influencing without Direct Authority

Presented By:

Ann Ching State Bar of Arizona

Phoenix, AZ

Presented at: ACLEA 55th Mid-Year Meeting

January 25, 2019 Phoenix, Arizona

Ann Ching StateBarofArizona

Phoenix,AZ

Ann Ching is Ethics Counsel for the State Bar of Arizona, where she provides confidential ethics advice to lawyers and presents on ethics matters at continuing legal education seminars. Ann’s prior professional experience includes serving as a military lawyer in the U.S. Army Judge Advocate General’s (JAG) Corps and as an Assistant Professor of Law at Pepperdine University School of Law. Ann  is a graduate of the University of Arizona  (B.A.),  the University of North Carolina at Chapel Hill  (J.D.), and  the Pepperdine Graziadio School of Business (MBA).     

Parallel Leadership:Influencing without direct authority

Ann Ching, State Bar of Arizona

INTRODUCTION

INTRODUCTION

AUTHORITY

INFLUENCE

Can a leader have authority without influence?

Can a leader have influence without authority?

Exerting Influence and Increasing your Personal Power

LEADERSHIP THEORIES

Contingency

Transformational

Transactional

Trait‐Based

CONTINGENCY DIMENSIONS

Leadership Style

Relationships

Task Structure

Punishment/Reward

ASSESS THE SITUATION

Mission

•Goal

• Tasks

• Timeline

Team

• Internal

• External

• Employee

• Volunteer

Limits

•Modify

• Delegate

•Hire/Fire

APPLY THE SIX UNIVERSAL FORMS OF INFLUENCE

Reciprocation

Commitment

Perceived Authority

Social Proof

Scarcity

Likeability

APPEAL TO INTERESTS, NOT POSITIONS

BE QUICK TO PRAISE AND RECOGNIZE

Exercise: Positions vs. Interests

Discussion and Questions

REFERENCES• Caproni, P.J. (2012). Management skills for everyday life: The practical coach (3d ed.). Boston, MA: 

Prentice Hall.

• Cherry, K. (2018, Oct. 8). The major leadership theories: The eight major theories of leadership. Retrieved Dec. 15, 2018, from https://www.verywellmind.com/leadership‐theories‐2795323.

• Leadership‐central.com (n.d.). Fiedler’s contingency theory. Retrieved Dec. 15, 2018, from https://www.leadership‐central.com/fiedler%27s‐contingency‐theory.html.

• Mary Rowe, Nils Fonstad, and Robert McKersie (1996). Negotiation basics. Retrieved Dec. 15, 2018, from http://web.mit.edu/negotiation/www/NBivsp.html.

• McKenzie, L., & Love, K.  (2016). Contingency theory of leadership. Retrieved Dec. 15, 2018, from https://oer.missouriwestern.edu/rsm424/chapter/contingency‐theory‐of‐leadership/

• Northouse, P.G. (2016). Leadership theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications.

©2018, Ann Ching, State Bar of Arizona  

Parallel Leadership: Influencing Without Direct Authority

ACLEA Mid-Year Conference, Jan. 26, 2019

1. Introduction

a. Background

b. Defining the problem

2. Authority and Influence Compared

a. Definitions

b. Possessing authority without influence

c. Possessing influence without authority

3. Exerting Influence and Increasing your Personal Power

a. Understand your leadership style.

i. Theories of leadership

1. Trait-based

2. Transactional

3. Transformational

4. Contingency

ii. The dimensions of contingency-based leadership

1. Relationship between leader and followers

2. Task structure

3. Ability to hand out rewards and punishments

b. Understand the situation.

i. What is your mission?

ii. Who is on your team?

©2018, Ann Ching, State Bar of Arizona  

iii. What are your left and right limits?

c. Understand and apply the six universal forms of influence.

i. Reciprocation

ii. Commitment/consistency

iii. Perceived Authority

iv. Social Proof

v. Scarcity

vi. Likeability

d. Appeal to interests, not positions, to work past conflict.

e. Be quick to praise and recognize.

4. Exercise: Positions vs. Interests

5. Discussion and Questions

References:

Caproni, P.J. (2012). Management skills for everyday life: The practical coach (3d ed.). Boston, MA: Prentice Hall.

Cherry, K. (2018, Oct. 8). The major leadership theories: The eight major theories of leadership. Retrieved Dec. 15, 2018, from https://www.verywellmind.com/leadership-theories-2795323.

Leadership-central.com (n.d.). Fiedler’s contingency theory. Retrieved Dec. 15, 2018, from https://www.leadership-central.com/fiedler%27s-contingency-theory.html.

Mary Rowe, Nils Fonstad, and Robert McKersie (1996). Negotiation basics. Retrieved Dec. 15, 2018, from http://web.mit.edu/negotiation/www/NBivsp.html.

McKenzie, L., & Love, K. (2016). Contingency theory of leadership. Retrieved Dec. 15, 2018, from https://oer.missouriwestern.edu/rsm424/chapter/contingency-theory-of-leadership/

Northouse, P.G. (2016). Leadership theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications.

Exercise: Positions vs. Interests 

Directions: For each position statement, identify the possible interests underlying the position. Then, write down 

some ways you could appeal to these interests to move past the point of conflict. An example is provided for you. 

Position  Interest(s)  Appeal “I can’t volunteer on the weekends.”      

Worried about missing time with family     

“Let’s see if we can find a Saturday next month that doesn’t conflict with your kids’ soccer practice.” 

“I won’t be on the seminar panel if (other person) will be on it.”      

      

 

“I can’t serve as the moderator for this seminar.”      

      

 

“I’m not comfortable with this topic     

Position  Interest(s)  Appeal for the seminar.”   

     

“I’m doing all the work and (other person) isn’t doing anything.” 

       

 

“I’m too busy to take on the tasks you’re assigning to me.”