The hidden epidemic: How workplace bullying undermines the legal profession

The legal profession prides itself on discipline, intellectual rigour, and resilience. Lawyers operate in high-pressure environments where precision, performance, and professional excellence are paramount. Yet, beneath the polished exterior of legal culture, a persistent and damaging issue remains: workplace bullying.

Despite growing awareness of mental health challenges in the profession, bullying continues to be a significant problem. Recent reports indicate that 10 per cent of all helpline contacts from legal professionals in 2024 were related to workplace bullying. This is more than just a statistic – it reflects a structural issue affecting lawyers, firms, and the legal profession itself. Unchecked, workplace bullying threatens not only individual careers but the integrity and future sustainability of the legal profession itself.

The impact of bullying on lawyers

Bullying in legal workplaces can take many forms, including public belittling, excessive workloads, deliberate exclusion, and intimidation. Unlike in other industries, where workplace bullying may be overt, bullying in the legal profession is often subtle, intellectualised, and systemic.

The consequences are severe, impacting both individual lawyers and firm-wide culture. Lawyers who experience bullying often face the following:

• Chronic stress and anxiety: Fear of being undermined, micromanaged, or publicly humiliated increases stress levels and raises the risk of burnout.
• Depression and professional self-doubt: Prolonged bullying erodes self-confidence, leading to disengagement from work and, in extreme cases, suicidal ideation.
• Increased risk of mistakes: Psychological distress impairs focus and decision making, even for highly skilled legal professionals.
• High attrition rates: Many lawyers leave firms or the profession entirely to escape toxic workplace cultures, contributing to long-term talent loss.

As one junior associate reported, “Every Sunday night, I dread going into the office, knowing I’ll face criticism or ridicule in front of colleagues yet again.” Unfortunately, experiences like this are common yet rarely spoken about openly.

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How workplace bullying damages firms and the profession

Bullying within law firms and legal workplaces does not just erode individual wellbeing – it weakens firm culture, productivity, and reputation.

Talent loss and retention challenges

Legal firms invest heavily in recruitment and training, yet many talented professionals leave due to toxic workplace environments. When firms tolerate or fail to address bullying, they experience higher turnover rates, disrupting continuity, diminishing institutional knowledge, and increasing recruitment costs.

Reduced productivity and workplace morale

A workplace where bullying is normalised breeds fear, disengagement, and professional stagnation. Lawyers working under toxic leadership or hostile environments are less likely to collaborate, take initiative, or develop professionally. The resulting decline in morale ultimately impacts client service and firm performance.

Regulatory and reputational risks

As workplace mental health gains prominence, regulators are increasing scrutiny of toxic workplace practices. Law societies and professional associations now emphasise psychosocial safety, and firms that fail to address bullying risk reputational damage, loss of client trust, and potential legal repercussions.

Practical strategies

Addressing workplace bullying requires more than just written policies – it demands cultural change, leadership accountability, and proactive interventions.

1. Acknowledge the problem: Workplace bullying is not a rite of passage or a reflection of high professional standards – it is a structural issue undermining firm culture and legal integrity. Acknowledging the problem is the first step towards meaningful change.
2. Encourage safe reporting mechanisms: Legal professionals must feel secure in reporting workplace bullying without fear of retaliation. Firms should implement confidential reporting channels and engage external support services where necessary.
3. Train senior lawyers and managers: Leadership styles that prioritise results over people can unintentionally enable workplace bullying. Partners, senior associates, and HR teams should receive training in emotional intelligence, constructive feedback, and conflict resolution to foster a healthier work environment.
4. Define workplace expectations clearly: firms should implement explicit behavioural policies that define workplace bullying, outline professional expectations, and apply equally to senior partners, associates, and administrative staff.
5. Handle complaints swiftly and impartially: Delays or biased responses to workplace bullying complaints discourage legal professionals from speaking out. Investigations should be conducted independently, ensuring transparency and fairness.
6. Model a culture of respect: Workplace culture is shaped from the top down. Senior lawyers and firm leadership must set the standard for professionalism, respect, and inclusivity.
7. Address workload and work/life balance: Excessive workloads create environments where bullying thrives, reinforcing power imbalances and unhealthy firm cultures. Encouraging reasonable working hours and respecting work/life balance helps prevent burnout and toxic workplace dynamics.
8. Provide mental health support: Firms should offer mental health resources, employee assistance programs (EAPs), and confidential counselling services tailored for legal professionals. Proactive intervention is crucial to reducing long-term harm.
9. Regularly assess workplace culture: Firms must take a proactive, rather than reactive, approach to workplace culture. Conducting anonymous workplace culture surveys and assessments can help identify emerging issues before they escalate into systemic problems.
10. Hold perpetrators accountable: Regardless of seniority, individuals responsible for bullying should face the consequences. A zero-tolerance approach sends a clear message that workplace bullying will not be tolerated.

A collective responsibility for change

The legal profession’s culture of resilience and excellence should not come at the expense of workplace wellbeing. Addressing workplace bullying requires collective action – from law firms, regulators, legal associations, and individual professionals.

Seeking support is not a sign of weakness but a step towards protecting mental health and professional integrity. A healthy legal workforce is not only an ethical priority but also a fundamental requirement for a sustainable, high-performing profession.

Ultimately, the integrity of the legal profession depends not just on excellence in practice but also on the ethical responsibility firms hold towards their own professionals.

Rebecca Ward is an MBA-qualified management consultant with a focus on mental health. She is the managing director of Barrister’s Health, which supports the legal profession through management consulting and psychotherapy. Barristers’ Health was founded in memory of her brother, Steven Ward, LLB.