The use of AI in legal work is increasing the speed at which junior lawyers work, but has “significant implications” on how they learn and develop legal judgement, new research suggests.
The findings from LexisNexis Legal & Professional reveal more than half (58%) of the 863 legal professionals surveyed who use AI tools said they produce legal work faster, rising to 65% of those using paid legal platforms. Junior lawyers said they are increasingly using AI for tasks including legal research, first drafts and document review – which all play a central role in early legal training.
However, 72% of respondents said they were concerned the use of AI means junior lawyers will struggle to develop legal reasoning and argumentation, with 69% saying they were worried new lawyers will lack verification and source-checking skills – capabilities traditionally developed through slow, hands-on legal work.
Only 2% of respondents said they believe AI strengthens their learning.
One in-house lawyer quoted in the report said:
“Junior lawyers are missing out on developing legal research skills. They don’t necessarily know how to access primary sources and verify AI output.”
Another, a senior in-house leader, said:
“I am fearful that future law graduates will have depended too much on LLMs for the most fundamental research, analysis and drafting tasks.”
When asked what would help junior lawyers build strong legal reasoning and judgment skills while using AI, nearly two-thirds (65%) of respondents suggested positioning AI as a ‘thinking partner’, rather than a shortcut or replacement for legal expertise.
An additional half (52%) said verification exercises that require juniors to check AI outputs against authoritative sources would help.
As the adoption of legal AI platforms becomes increasingly widespread, leaders questioned for the report said mentorship will play a critical role in helping junior lawyers to develop legal judgement and professional confidence.
“Access to legal information may be increasingly efficient, but judgment, ethical awareness, and client-handling continue to be learned through close engagement with experienced lawyers,” said Bilal Farooq, director of Luton-based law firm Greystone Solicitors.
Dylan Brown, editor of the report, said while the data shows a clear productivity upside from AI, it also highlights a tension around how legal judgement is developed. He added:
“As routine tasks change, firms need to be deliberate about how junior lawyers build the confidence and critical thinking that have traditionally come from experience.”
The research also highlights differences in how success is measured across the profession. Among law firm leaders, revenue growth is the most important performance metric (55%), followed by positive client feedback (49%) and billable hours (38%).
Associates place greater emphasis on billable hours and client feedback (both 54%), with revenue growth close behind (48%). These differences suggest that performance measures may influence how AI is prioritised and used in practice, the report notes.
