Lawyer Wellbeing, Workplace Experiences and Ethics: A Research Report by Vivien Holmes, Julian Webb, Stephen Tang, Susan Ainsworth and Tony Foley for the Victorian Legal Services Board + Commissioner, the Law Society of New South Wales and the Legal Practice Board of Western Australia (LPBWA) comments
This report discusses the findings from survey research conducted in March–April 2024 across the 3 Australian Uniform Law jurisdictions (Victoria, New South Wales and Western Australia). The research examines the relationships between lawyer wellbeing, ethical climate, workplace incivility and wellbeing safeguards in legal workplaces. It also explores how these various factors influence individuals’ intentions to leave either their current workplace, or the legal profession.
Core concepts and themes
Ethical climate
The term ‘ethical climate’ is used to describe the shared experiences of what is ethical and unethical in an organisation. Our participants perceived 3 main dimensions of ethical climate in their workplaces: a) positive ethical behaviours and relationships b) self-interest and self-protection c) rule-breaking and ‘ethical flexibility’.
The degree to which participants perceived these dimensions operating in their workplace varied by gender and practice setting. Further, the 3 dimensions were experienced by participants as distinct ethical climate ‘types’. Just under half of survey participants reported working within a more positive, ethically engaged climate, characterised by higher positive ethical behaviours/relationships and low levels of self-interested behaviours or ethical flexibility. Approximately one-third were working in an ethically apathetic environment, with lower than average levels of positive ethical behaviours, and slightly higher than average perceptions of the 2 negative dimensions. The remaining participants described an ethically questionable environment, with high levels of self-interest or ethical flexibility, and low levels of positive ethical behaviour.
Psychological distress
Consistent with previous studies of lawyer wellbeing, about 30% of participants reported symptoms indicative of a higher risk for a depressive or anxiety condition. Female participants appear to be significantly more likely to report some degree of distress, but are not significantly more likely to experience moderate or severe levels of distress. Psychological distress was highest in lawyers with less than 5 years post-qualification experience (PQE). Levels of distress scores decreased significantly with increasing experience.
Incivility
This study indicates that incivility is a widespread problem across the legal industry. However, the intensity of incivility reported does not seem high relative to other studies. Experience of incivility varies by gender, PQE and status: women and junior lawyers generally experience more of it. Principals experience it less than any other practising certificate holder. Peers, supervisors and clients are significant instigators of incivility.
Positive wellbeing
The survey measured positive subjective wellbeing by asking about 9 attributes: positive emotions, engagement, positive relationships, meaning, accomplishment, physical health, mindset, environment and economic security. The strongest contributor to participants’ positive wellbeing was their relational experience at work, specifically, encouraging and supporting others in the workplace. Lawyers’ sense of meaning – believing that their work was valuable and worthwhile – was also given significant weight in relation to their wellbeing. On the negative side, physical health scored the lowest rating. There is a clear correlation between wellbeing and ethical climate types. Participants in ethically questionable climates experience poorer physical health, relative disengagement and a reduced sense of meaning in the work.
Psychosocial supports
Participants were asked to identify the strength with which they endorsed their organisation’s provision of 6 specified psychological and social supports to staff. Two-thirds of the support items identified were positively endorsed by more than 50% of participants. However, nearly half of respondents felt that their workplaces did not show sufficient understanding of the importance of employee mental health. The only ‘support’ item to be favourably endorsed by over two-thirds of respondents was the ability to count on the support of colleagues in fulfilling the requirements of their job. The research found (as expected) a strong negative correlation between total psychosocial support and incivility, and a strong positive correlation between positive ethical behaviours and relationships and the presence of good psychosocial supports. The data suggests that organisations that provide a positive ethical climate are better at providing a psychosocially safe environment, while a psychosocially safe environment is also perceived to be one that promotes positive ethical behaviours and relationships. What predicts higher levels of psychological distress? Unsurprisingly, there was a marked relationship between higher levels of psychological distress and lower levels of positive wellbeing. Further, higher levels of psychosocial support were associated with lower levels of psychological distress. The experience of incivility, regardless of the instigator or other demographic or situational factors, was consistently associated with higher levels of psychological distress. While levels of psychological distress were highest in lawyers with less than 5 years PQE (see section 2), when controlling for PQE, principal practising certificate holders had significantly higher levels of psychological distress than all other practising certificate holders. This suggests that the fact of being a principal practising certificate holder has a specific adverse effect on wellbeing. The vulnerability of both junior lawyers and principals to psychological distress supports the view that the mental health of lawyers is a top-down problem. In other words, it is consistent with a view that the root problem is structural and, at least in part, shaped by organisational values, and assumptions about professional identity and (work) commitment (cp. Collier, 2025; Lister & Spaeth, 2024; Krill et al. 2022) that not only come from the top of the organisation, but also impact the ability of law firm leaders to address their own wellbeing.
Does experience of workplace incivility predict wellbeing/distress/perceptions of ethical climate?
Greater incivility was associated with lower perceptions of positive ethical behaviours, and higher perceptions on the other 2 negative ethical climate dimensions. Total incivility experience was also associated with lower levels of positive wellbeing. However, the relationship between incivility and wellbeing is better explained through the presence/ absence of ethical behaviour or an ethic of care. Nonetheless, incivility experience, regardless of source or perceptions of ethical climate, has a direct impact on psychological distress. Four distinct clusters of incivility instigators were identified, corresponding to (1) supervisors; (2) external sources (clients, collaborators or judiciary); (3) coworkers and subordinates and (4) incivility from any of these 6 sources. The negative effect of incivility on wellbeing was greater when the source of the incivility was a supervisor. Further, the source of incivility was material to participants’ perceptions of workplace ethical climate (a more negative ethical climate, if the source was the supervisor). Nonetheless, the source of incivility had no effect on psychological distress: any form of incivility has a direct and robust effect on distress.
Intention to leave the profession
Lawyers’ intention to leave the profession within the next 12 months was predicted only by low positive wellbeing and high psychological distress. Respondents gave reasons for their intentions to leave. In order of frequency, these included: a) the ‘reward/effort’ bargain and working conditions b) stress, pressure and/or ‘burnout’ c) desire for a role or career change d) poor leadership, management and work culture e) negative impact of work on physical and/or mental health. Among those who had been practising for less than 5 years, poor leadership, management and work culture assumed a higher relative importance.
What predicts a lawyer’s intention to leave?
Almost one in 3 participants expressed an intention to leave their employer within the next year. Moreover, nearly one in 10 expressed an intention to leave the profession within the year.
Intention to leave employer
Lawyers’ intention to leave their employer was predicted by:
a) low levels of positive wellbeing, much more so than high levels of psychological distress b) low psychosocial support, more so than the extent of incivility c) incivility from supervisors, rather than from external sources or from peers d) an ethical climate that valued ‘ethical flexibility’.
The value of beneficial supports at work
Respondents commented positively on the following, in order of frequency:
a) paid counselling, support from a psychologist or Employee Assistance Program b) management approach, which included monitoring of workloads/working hours/ staff at risk, showing an interest in staff and allowing time for debriefing c) flexible workload and use of leave (or additional leave) to cope with personal circumstances d) flexible work arrangements, including working from home e) additional leave, billing relief to support wellbeing, flextime/time in lieu for excess hours f) informal peer support.
Other respondents commented on the ineffectiveness of supports at work, inconsistencies between policy and practice, and the futility of providing individually focused supports without addressing unreasonable/ excessive workloads and the quality of management.
Conclusion and areas for action
Conclusions
Overall, our findings indicate that there is a gap between the perceptions and experiences of more senior and junior members of the profession. This underscores the importance of investigating the views and experiences of those at lower levels of the hierarchy, and using the results to encourage critical reflection on organisational culture by senior managers. It also highlights how critical the first 5 years of legal practice are to lawyers’ wellbeing. For those interested in the sustainability of the legal workforce, targeted attention to improving lawyers’ experiences of the first 5 years of practice, as well as (or indeed through) the quality of management, should be a priority. Individual employers should also be concerned as voluntary turnover (employee resignations and retirements) can be associated with declines in productivity, loss of organisational knowledge, disruption in service quality to clients and additional costs of recruitment, induction, and staff training.
The wellbeing analysis indicates a range of areas in which positive wellbeing can be improved. Active attention to both ethical climate and psychosocial support offers a pathway to building the greater sense of community, agency, engagement and motivation required to enhance wellbeing. While there was a high proportion of participants who reported experiencing psychosocial supports in the workplace, this came mostly informally from colleagues (rather than from formal mechanisms in the organisation), or from the introduction of more flexibility in work arrangements – which firms are increasingly adopting. The latter was seen as a priority by many participants.
Specific recommendations/areas for action
A key challenge for many in the legal workforce is that demands more than occasionally exceed resources. This imbalance needs to be addressed by employers, with the support of their professional bodies, and also perhaps with the use of some regulatory levers. We offer some relatively broad recommendations and identify some key areas for action:
a) the implementation of beneficial workplace supports
b) information and education, including
- The wellbeing experiences and needs of Indigenous and ethnically diverse practitioners are insufficiently understood; targeted research and action on that research would be valuable.
- Further research into the experiences of principal practising certificate holders would be beneficial, not least in that interventions targeting principals to support and strengthen their own wellbeing may in turn prove beneficial for our other most vulnerable group, junior lawyers.
- It would be useful to identify and audit/ evaluate examples of effective flexible work arrangements, so that best practice could be better identified and rolled out across the profession.
- Professional and regulatory bodies are encouraged to develop targeted guidance on the legal and regulatory obligations and professional best practice expectations placed on organisations, principals and supervisors to protect and enhance the professional wellbeing of staff.
c) the ‘business model’
We encourage Uniform Law regulators to explore interventions that address harmful economic drivers of law firm practice. In particular, we recommend a thorough examination of practices which: – limit lawyers’ sense of meaning, purpose and accomplishment in their work, particularly early in lawyers’ careers – lead to overwork and a neglect of physical and mental health – create vulnerabilities to workplace incivility, which arise through stress and misaligned values.
Further, we recommend that this process of discovery and design should be undertaken together with members of the profession, with representation from early career lawyers and lawyers from underrepresented segments of the profession.
Finally, regulators should develop a systematic approach to recording and understanding the stories and experiences of lawyers who leave the profession, especially those who leave prematurely or following adverse experiences.