The New Rules Of Law Firm Leadership

Leaders of law firms and in-house legal departments alike risk falling out of sync not only with their people, but also with their clients. LexisNexis research highlights a widening leadership gap, and one that affects how firms collaborate with in-house teams, deliver value, and adapt to accelerating change.

The capability gap: where leadership is falling short

The LexisNexis survey of more than 400 private practice lawyers, combined with insights from senior industry figures, reveals a striking tension. Lawyers see technology as central to the next three years, yet leaders are struggling to embed it into their firms’ DNA.

• 56% said AI-driven legal research and document review will transform private practice
• 48% expect technology skills to grow in importance
• Yet only 17% think their firm implements technology quickly

As Bhavisa Patel, director of legal technology at Eversheds Sutherland, explains:

"Technology, especially AI, is advancing rapidly. Law firms should consider how these technologies can enhance efficiency and effectiveness in legal work, as well as their impact on client experience."

For in-house teams relying on their advisers, slow adoption isn’t just a leadership issue; it’s a service issue. Darren Mitchell, COO of Simmons & Simmons, makes the point clear:

"Leadership needs to value digital transformation not just as a tool, but as a core capability."

Clients expect agility. Lawyers want empathy. Leaders must deliver both

In-house lawyers say their external counsel must be cost-effective (74%), agile (68%), and specialised (48%). Encouragingly, private practice lawyers recognise the same priorities. But too few leaders are translating this awareness into action.

Leadership priorities are also divided across seniority. Senior leaders tend to value integrity (41%) and client focus (38%), while junior lawyers emphasise empathy (36%) and collaboration (28%).

This is more than a cultural gap. For in-house teams under pressure, the way a firm leads internally shapes how it shows up externally, whether as a trusted partner or a slow-moving service provider.

Kingsley Daniels, Director of go-to market at LexisNexis UK, underlines the risk: "Clients want speed, agility and value, yet few private practice lawyers prioritise being tech-driven. That’s a gap. To lead effectively today, law firm leaders need to pair integrity and communication with digital fluency."

Clients want speed, agility and value, yet few private practice lawyers prioritise being tech-driven. That’s a gap.

Different firms, different leadership models

Our findings also show that firm size affects leadership style. Smaller firms lean into values: 43% prioritise integrity, compared with 30% at large firms. Large firms, by contrast, emphasise strategic vision (38%). Mid-sized firms sit between, with 67% citing communication as the most important trait.

For in-house lawyers, this matters. Choosing external counsel often means weighing whether a firm’s leadership culture fits the way the business needs to operate, whether that be nimble, cost-sensitive, or strategic.

Adoption is the real test of leadership

Technology is not the bottleneck. Adoption is. And clients feel the consequences when law firms fail to get it right.

Tony Randle, partner at Shoosmiths, highlights the challenge: "Encouraging people to adopt new technology or new ways of working can be challenging... That’s why it’s vital to provide comprehensive training and demonstrate practical, real-world advantages to gain user acceptance and trust."

Deborah Finkler, managing partner at Slaughter and May, frames the client perspective: "It’s not just about the tech itself - it’s about how we get it into lawyers’ hands and how they adopt it. We need to make sure tech works for them - if it improves the quality of their work or makes their life better, they will use it."

This applies equally to external firms and in-house departments. Both need leaders who can translate technology into value.

Align or fall behind: a shared challenge for private practice and in-house

The top challenges lawyers expect over the next three years are increasing costs (47%), talent retention (44%), and keeping pace with technology (40%), which apply on both sides of the client-counsel relationship.

As Laura Hodgson, GenAI lead at Linklaters, explains: "There needs to be a mind shift to recognise that law firms have more to offer than the knowledge in each lawyer’s head."

For in-house leaders, this means pushing external advisers to evolve. For private practice, it means listening more closely to what clients truly value. For both, it means leading differently: with empathy, agility, and digital fluency at the core.

There needs to be a mind shift to recognise that law firms have more to offer than the knowledge in each lawyer’s head.

See how LexisNexis can help your firm close the leadership gap. Contact us to explore our AI-driven legal research and workflow tools.

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