The Changing Nature of Leadership in Law Firms
Roland S. Smith
Center for Creative Leadership
Paul Bennett Marrow
New York Law School
August, 28 2008
New York State Bar Journal, Vol. 80, No. 7, September 2008
Within the past fifteen years law firms have been buffeted by such dramatic changes that their very viability is in jeopardy; changes including heightened competitive risks, a tumultuous global economy, increased competition for top law school graduates, the changing expectations of junior attorneys, more critical client oversight of costs, an accelerating pattern of cross firm movement by attorneys and much more. This suggests that the traditional - meaning hierarchical - culture of law firms is breaking down. To address the current challenges and sustain themselves, some leading edge law firms have turned to leadership theory and training.
This paper describes recent research carried out to support a program to address the needs of several of these law firms. The results confirm the conclusion that leadership training and development enhances the effectiveness and impact of senior partners and up-and-coming talent within law firms. It also suggests a trend for leadership being embraced as a lever to transform the very nature and culture of the firms themselves.
The research methodology used focuses on the identification of the competencies needed for effective leadership in the law firm environment and the tools and processes used to develop leadership. It confirmed that in a professional environment technical excellence and intellect are critical for success as a lawyer but that emotional intelligence is the differentiating factor for successful leadership.
Number of Pages in PDF File: 6
Keywords: law firm management, leadership, competencies, leadership training, behavioral
JEL Classification: L20, L29, L79, L80, M12, M14, M19, M51, M54, M59Accepted Paper Series
Date posted: September 6, 2008
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