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.