Fewer and fewer legal tech professionals are looking for the idealistic corner office with a view. For many, the traditional path into management looks more like a burden than a goal. According to a 2020 global survey from the Boston Consulting Group, only 9% of those in non-management roles aspire to management. A study prepared by software support Visier discovered that, regardless of industry and location, only 38% of employees have any interest in a promotion to manager. The trend reflects the generational divide, with 42% of Gen Z professionals specifically stating that they do not want a role in middle management. Notably, 74% prefer autonomy and personal growth over managing others, and 62% view middle management as too stressful relative to the rewards.
This matters. As of 2024, Gen Z makes up 18% of the workforce, and that's expected to rise to 30% by 2030. Doing some quick math leads us to an estimation of 25-30 million Zoomers in professional fields, of which most don't want to follow a traditional career path.
Rejecting management does not necessarily mean not wanting to expand influence or provide guidance for others. The concept of "Shadow Leadership" speaks to these desires and refers to the willingness to exert those effects without a formal title. It relates to building power behind the scenes, from the shadows, so to speak, to shape culture, direction, and outcomes. Shadow leaders work to build trust across teams, act as a sounding board for others, mentor and empower, while modeling resilience and values.
The path from Individual Contributor to Shadow Leader involves establishing credibility through expertise, building relationships, and shaping culture through practical action. Shadow Leaders engender trust because they excel in their roles. They can articulate their area of knowledge clearly and tailor the message to the audience. They emerge as the go-to person for questions, concerns, or guidance in their area of expertise. As expertise grows, so does its influence. It may extend beyond a department, a practice, and even a firm into the industry at large. In law firms, especially, where influence often travels sideways more than top-down, these skills turn quiet experts into cultural anchors.
In legal technology, conveying expertise and extending influence may take a few forms:
- Taking ownership of a particular product or process while establishing redundancies.
- Mentoring colleagues, officially or unofficially.
- Sharing expertise through speaking or writing, within the firm or industry at large.
- Joining a formal or informal support network, individual or group.
- Building your own "Board of Directors," a circle of peers you turn to for support and challenge.
As younger generations enter the field of legal technology in greater numbers, the appetite for formal management titles is expected to continue shrinking. That doesn't mean the field will lack for leaders. It does mean that individual contributors will need to develop themselves as Shadow Leaders, those who influence culture, adoption, and collaboration without waiting for a promotion. Supporting these people with recognition, resources, and opportunities to share their expertise may prove just as critical as filling traditional management roles. In an era where many seek influence without the corner office, the future of leadership may not be in the spotlight, but rather in the shadows.