What does leadership really mean? The answer depends on who you ask. Some people genuinely embody it, while others convince themselves (and maybe others) that they do. Over time, our understanding of leadership has shifted — thankfully so. The once-popular “command and control” approach is no longer the gold standard. Jack Welch of General Electric, for example, was once praised for his cutthroat “rank and yank” strategy of cutting the bottom 20% of staff each year. Today, that style is viewed far more critically.
For lawyers, leadership isn’t optional — it’s fundamental. Whether you’re a solo practitioner, part of a boutique practice, or working at one of the mega-firms swallowing up others, people perceive you as a leader in different ways. Clients, judges, colleagues, staff, and even opposing counsel will see you as a representative of your firm.
Leadership in law takes many forms: arguing in court, leading negotiations, shaping litigation strategies, managing associates and paralegals, or even chairing bar association committees. Volunteering your time for pro bono work or nonprofit boards also counts. You might not always get the recognition, but you’re still demonstrating leadership in those moments. Unfortunately, “soft skills” — like communication, collaboration, and empathy — are still undervalued compared to billable hours, though they’re crucial leadership traits.
Soft skills also include a sense of humor. Don’t take yourself too seriously. Be serious about your work, yes — but not about your ego. Even popes crack jokes. In law, things will go wrong daily, and being able to laugh at yourself (and with others) is part of surviving the practice. Judges, too, benefit from a sense of humor. One memorable example: when opposing counsel tried to attach an unreasonable condition to a deadline extension, a judge ordered both sides to have lunch together and report back. That’s leadership through civility — finding creative ways to reduce conflict without more litigation.
Leadership is also about emotional intelligence — balancing authority with humility. In one of Louise Penny’s mysteries, Inspector Gamache defines leadership with four simple phrases: “I’m sorry. I was wrong. I need help. I don’t know.” That definition may be fictional, but it captures real courage.
How many lawyers can admit they were wrong without fearing malpractice? How many ask for help or confess when they don’t know the answer? Too few. Yet that humility — the willingness to apologize, to own mistakes, to acknowledge limits — is at the core of true leadership.
AI may handle research or automation, but it can’t replace leadership. That responsibility, grounded in humanity, vulnerability, and integrity, will always rest with us.