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Legal work has long been seen as meticulous, process-driven and risk-averse. But as workloads grow, budgets tighten, and AI tools become mainstream, one trait is becoming surprisingly valuable in legal teams: creativity. Not in the sense of abstract art or wild brainstorming, but the ability to approach problems in new ways, adapt to change, and deliver smarter, faster solutions.

Recent research published in Elsevier journals highlights that creative thinking in law practice doesn’t just “happen” — it’s nurtured by leadership style, workplace culture, and how empowered your people feel. And the findings are highly relevant to law firms and legal teams under pressure to do more with less.

One study, published in , found that empowering leadership — where managers delegate authority, encourage autonomy, and trust their teams — is strongly linked to higher levels of employee creativity.

In a legal context, this might mean giving lawyers more freedom to propose process changes, try new legal tech, or rethink client service delivery. When people feel ownership over their work, they’re more likely to look for better ways to do it.

To strengthen relationships with other departments, Cheryl Gale, Head of Legal at children’s audio speaker, Yoto, emphasises the importance of being solution-focused.

"If you're known to be solution-focused, there should be very, very few times where you actually say no." 

Instead, the approach is often about finding alternative solutions or suggesting a 'not yet' scenario, hence where the creative element comes into play.

Gale explains that when a firm 'no' is necessary, it is respected because of the trust and rapport built over time.

Takeaway: Micromanagement stifles innovation. Legal leaders who empower their teams are more likely to uncover creative, cost-effective solutions.

Another surprising finding, published in , showed that leaders who use self-deprecating humour — making light of their own shortcomings or human moments — can significantly boost their team’s creative performance. It builds trust, breaks down hierarchy, and creates psychological safety, the research found.

In legal teams, where status and seniority often shape communication, a more approachable leadership style can help junior team members speak up, share bold ideas, or suggest improvements.

Moira Slape, the Chief People Officer at Travers Smith, says generational shifts have driven changes in what younger professionals are seeking from their employer.

"The attractiveness of becoming a partner has lessened. The mindset has shifted in the last five years during and after the pandemic. Their 'psychological contract' with their employer can differ when it comes to the investment of time they are prepared to commit to building their career."

Takeaway: Humility and humour from the top create a safe space for innovation — even in high-stakes environments like law.

A third study, in the , reinforced the link between organisational support and employee innovation. When people believe their employer values creativity and is open to change, they’re more likely to suggest new approaches — whether it’s automating contracts, rethinking billing models, or restructuring workflows.

For legal teams, this means making innovation a visible and rewarded priority. Leaders who publicly back experimentation, fund pilot projects, and support tech adoption send a clear message: creativity is encouraged here.

Laura Hodgson, Generative AI Lead at Linklaters, says: "There needs to be a mind shift to recognise that law firms have more to offer than the knowledge in each lawyer’s head."

Takeaway: Legal teams thrive creatively when the environment supports experimentation — not just perfection.

Creativity in legal work isn’t about reinventing the law. It’s about finding better, smarter ways to deliver value — for clients, business partners, and the team itself.

These studies show that the most successful ways to drive change aren’t technological — they’re cultural. Leaders who trust their people, flatten hierarchies, and model openness are the ones most likely to build teams that innovate and adapt.

In a legal world facing constant change, that might just be the most strategic advantage of all.

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