Aplicación de técnicas de data mining a la base de datos, para la generación y posterior

Some scholars have claimed that "there is no hierarchy among partners, but only between partners and associates. (Thorner,1987: p.651). Jarrett-Kerr (2011) suggested the existence of a hierarchy among partners. He did this by differentiating the roles of the senior partner and the managing partner in large and medium law firms. It was observed that the aims and objectives of the senior and managing partners as stated by him do differ respectively.

According to Jarrett-Kerr (2011), the goals of the senior partner in a large firm are to develop the profile of the firm, make choices about markets to engage in, the facilitation of inter-partner relations, to lead and support the managing partner. He posits that the role and objective of the managing partner are more robust and involves the day to day running of the large firm.

The role of the managing partner involves the direct management of the firm which includes a duty to ensure the economic performance of the firm through the establishment of a strategic vision while maintaining efficient and effective management (Whelan, 2008; Stark, 2008). Bearing in mind the hyper-competitive nature of large corporate and commercial law firms, Whelan (2008) says the roles of partners have transcended beyond acting in their traditional capacities. Partners in large law firms now raise capital by getting listed on the stock exchange to float shares through public trading. Whelan (2008) and Stark (2008) confirm this by asserting that the unprecedented global competition in the legal marketplace has rendered most large law firms similar in outlook and role.

Jarrett-Kerr (2011), who is a strategic international legal and business adviser based in the UK, did not specifically indicate if the stated roles of partners were synonymous

68 with large, medium, or small firms. He did differentiate between the responsibilities of senior and managing partners as discussed below.

2.2.2.1 Role of a senior partner in medium and large law firms in England

In most medium and large law firms, the senior partner is selected by other serving partners to lead them. This position usually lasts for three years until renewed or relinquished by the incumbent (Law Society Gazette, 17 November 2017). Senior partners look at the future and decide on the long-term strategy and growth of the firm regardless of its size (Fouzder, 2017).

Their responsibilities as stated by Jarrett-Kerr (2011) have been explained in detail below for better comprehension. The aim is to envision the challenges aspiring male and female solicitors may face if appointed to partner positions during their law careers.

The responsibilities involve chairing all meetings of the firm’s partners when necessary.Jarrett-Kerr (2011). The senior partner represents the firm, in the external market-place, acts as the ambassador and spokesperson while managing inter- partner relationships. The responsibility involves the provision of counselling, advisory, coaching and mentoring services to the other serving partners.

Where it is an incorporate law firm regulated by the SRA, the role confers upon the senior partner the responsibility to act as the link and a moderating influence between the board and the partners. The aim is to assist the board, the managing partner and the executive management team in the development and implementation of the firm's strategy while also taking part in the partner appraisal programme.

As can be seen from the roles enumerated above, the senior partner continues to make the most decisions as it affects the overall business strategy of the firm.

69 The management of a Law firm has been described as multi-engaging because the managing partner remains in direct overall control of the operations of the firm’s employees (fee earners, associates, trainees and non-legal staff) while also meeting the responsibility to other partners (Jarrett-Kerr, 2011; Rose, 2017).

The managing partner in the medium or large firm also ensures the effectiveness of other salaried partners and fee-earners in the delivery of profit, client care. The partner makes sure that the firm operates within its estimated periodic budget. Additional responsibilities include the task of hiring, undertaking performance assessments, appraisals, employee discipline and terminations, coordination and supervision of mentoring and training needs of solicitors and trainees (Jarrett-Kerr, 2011; Rose, 2017). Since the managing partner has the direct contact with solicitors and potential partners, this role was deemed necessary in the research. The reason is that the managing partner undertakes most of the preliminary assessments for promotions and so he/she most often, determines how the promotion models inherent in such a firm is implemented.

2.2.2.3 Roles of all other partners in medium and large law firms

Within the hierarchy and below the senior and managing partners, are the rest of equitable and non-equitable partners whom all have similar responsibilities toward the firm's success.

Rose (2017) identified the responsibilities of other partners to include people and client relationship management, leadership, team and skills development. The responsibility also involves also involves client sourcing and origination, revenue yields and accountability.

Rose (2017) explained that in previous years when law firms were less competitive, medium and large firms were pre-occupied and satisfied to have four different categories of partners which included "Finders" (those who sourced clients and legal work), "Minders" (those who catered for the legal work), "Binders" (those who managed the work and clients) and "Grinders" (those who only turn out legal work). However, with the high commercialized nature of law and competitiveness among

70 large and medium firms, a partner is now espoused with the obligation to become all at once. With little room for a division of roles, partners have become more arduous because more is expected from each partner.

A detailed review of the role of partners within the law firms was vital because it guided the researcher during the selection of the research sample. It also guided the type of questions during the semi-structured interviews. Understanding the different roles provided a “SWOT” (strengths and weaknesses, opportunities and threats) analysis of law partner positions in medium and large law firms.

2.2.2.4 Role of Partners in small law firms in England

Small law firms include firms with 2 or more partners (Solicitors Act 1974 amended to Legal Services Act (LSA) 2007). Many small firms operate the “monarch” type of structure where one or more founding partners run the firm with all other subordinate lawyers below them.

Despite the scarce literature on small firms, there was not much difference between the roles of partners in small, medium, or large law firms. The main difference was in the structure and area of practice. The number of partners in small firms are usually fewer in number and do not engage in much of international or global practices. Some small firms do have senior partners as well as managing partners. Where the firm is very small with two partners, the role of senior and managing partners are divided between the two partners. The roles remain similar although on a small scale.

2.2.3. Impact of gender on leadership roles of female solicitors in large and