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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).
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
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