Leadership in Law Firms: The Skills Lawyers Will Need in 2026 and Beyond
Leadership in law firms is changing.
While external pressures on the legal profession continue to intensify, the leadership challenges that most influence long-term success are increasingly internal. In my work with law firm partners and senior lawyers across Australia, I see this pattern repeatedly.
The Internal Leadership Challenges Facing Law Firms
The most common leadership issues in law firms rarely announce themselves as “leadership problems”. Instead, they show up in everyday behaviours and systems, including:
decision-making processes that are unclear or overly centralised,
accountability that exists in theory but not consistently in practice, and
differences of judgement that are avoided until they escalate into conflict.
These challenges are not about legal expertise. They are about leadership capability.
Why Technical Excellence Is No Longer Enough
Research from Australia and overseas consistently points to higher levels of stress, burnout and disengagement within the legal profession, particularly among senior associates and emerging leaders. Many firms are also grappling with retention and succession planning.
At the same time, there is a growing recognition that being a highly competent lawyer does not automatically translate into being an effective leader.
Lawyers stepping into leadership roles are being asked to:
lead teams, not just matters,
develop people, not just deliver outcomes, and
manage complexity, uncertainty and change alongside demanding workloads.
Without targeted leadership development, many capable lawyers struggle under this transition.
A Common Leadership Pattern in Law Firms
This challenge is often most visible in feedback and people management.
For example, a senior associate I worked with described feeling physically sick at the thought of giving feedback to her team. She was confident, decisive and courageous when dealing with opposing counsel, yet deeply uncomfortable having direct conversations with her own people.
Avoiding those conversations came at a cost. She found herself doing more of the work herself, taking on unnecessary pressure, and unintentionally keeping her team dependent on her rather than building their capability.
This pattern is common in law firms and it is a leadership issue, not a personal failing.
The Leadership Skills Lawyers Need in 2026
The firms best positioned for the future are investing deliberately in leadership capability. They understand that modern law firm leadership requires skills such as:
self-awareness and emotional intelligence,
sound and timely decision-making,
clear, confident communication,
the ability to give feedback and manage conflict early, and
leading people through change with consistency and credibility.
These skills are now essential for lawyers who want to lead teams effectively, sustain performance, and contribute to the long-term success of their firms.
The Question for Law Firm Leaders
Leadership in law firms is no longer about doing more or working harder. It is about developing the mindset and skill set required to lead people well.