I have spent a lot of time thinking about human behaviour, both through my work and through my studies in counselling and psychotherapy. A concept we learn about early on in training is coercion. It describes a pattern of behaviour used to dominate, restrict and undermine another person’s autonomy. It is not about one dramatic incident, but about what happens over time.
What I have come to realise is that coercion is a human behaviour pattern that can surface anywhere power and vulnerability coexist, including our workplaces.
In the legal profession, coercion rarely looks obvious. It does not usually involve shouting, threats or public humiliation. Instead, it appears quietly and persistently through exclusion, information withholding, excessive micromanagement, emotional manipulation and subtle but repeated behaviours that slowly erode confidence and professional identity.
Why this matters in law
Lawyers are trained to identify risk and vulnerability in others, yet we often struggle to recognise harmful patterns within our own teams and leadership structures. Many of us are highly capable, analytical people who assume that if something is wrong, we should be able to articulate it clearly. The difficulty with coercion in the workplace is that it is cumulative. Individually, each behaviour can seem minor or even justifiable. Taken together, they create real psychological harm.
Research into workplace bullying and psychological manipulation shows that harm is rarely caused by a single incident. It develops through repetition. Meetings you are not invited to. Decisions made without your input. Information that arrives too late to act on. Feedback that shifts without explanation. Over time, these patterns restrict autonomy and create a sense of dependence.
People experiencing this often report:
- Being excluded from decision making
- Having information deliberately withheld
- Feeling undermined or constantly second guessed
- Questioning their own judgement or memory
From a psychological perspective, these responses are not signs of fragility. They are normal cognitive adaptations to an environment that feels unpredictable or unsafe. When expectations change without explanation and authority figures undermine rather than support, the brain responds by becoming hypervigilant. Confidence narrows. Self trust weakens. Many people begin to doubt themselves rather than questioning the system they are operating within.
The legal workplace as a risk environment
Legal workplaces are particularly vulnerable to these dynamics. They are often hierarchical, high pressure environments where progression depends heavily on senior approval. Responsibility is high, autonomy can be limited, and long hours are normalised. Silence is frequently rewarded, while challenge is framed as a risk.
In these conditions, coercive behaviours can be misinterpreted as high standards or strong leadership. The line between being demanding and being coercive becomes blurred. What matters is not intent, but impact. Leadership that restricts autonomy, discourages questioning and concentrates power may achieve short term compliance, but it comes at a cost.
Chronic exposure to these environments is linked to burnout, anxiety, disengagement and a gradual loss of professional confidence. In a profession that relies on judgement, ethical reasoning and clarity of thought, this should concern us all.
A reflection for leaders
Power always carries responsibility. Being clear about expectations and holding high standards is not the same as coercive behaviour. Healthy leadership supports autonomy rather than enforcing dependence.
Useful questions for reflection include:
- Am I enabling independent thinking or reinforcing reliance on me?
- Do I listen as much as I direct?
- Would my behaviour feel supportive if roles were reversed?
Psychological safety does not mean lowering standards. It means creating an environment where people can speak, think and challenge without fear. Research consistently shows that teams perform better when individuals feel trusted and included. Coercion-based leadership undermines learning, confidence and ethical decision making over time.
Towards healthier legal cultures
Leadership is about influence, not domination. Healthy teams are built on trust, inclusion and respect for professional autonomy. That does not mean avoiding difficult conversations. It means having them openly and fairly.
Naming coercive patterns in the workplace is not about labelling individuals as manipulative. It is about recognising when power dynamics begin to erode dignity and autonomy, and addressing them early. Open conversation, supervision, reflective practice and access to support can all make a difference.
If you recognise these behaviours in yourself or in your workplace, you are not alone. Awareness is the first step. Coercion thrives in silence and confusion. It loses its power when patterns are named, boundaries are clarified and support is sought.
Coercion is a human behaviour pattern, and when we understand it, we are better equipped to build legal workplaces that are not only high performing, but humane.
By Elaine Pasini, LawCare Volunteer