News | Tuesday, 20th June 2023
Sporting directors need to be in the football boardroom to be successful, says research
Clear training plan and recruitment can also help the role flourish in UK football clubs
Sporting directors in football clubs need to be fully embedded in the boardroom to be truly effective in clubs, new research shows.
The misunderstood role of sporting director is becoming increasingly prominent in UK football, but can often operate in widely varying ways at different teams.
Usually football sporting directors are responsible for a club’s overall philosophy, beginning with the youth team all the way up to the first team, as well as working with the head coach and CEO to identify transfer targets, coaches, discuss budgets, buy and sell players, and offer existing players new contracts.
Researchers from Manchester Metropolitan University Institute of Sport and the University Liverpool, worked with sport directors from two Premier League clubs and a former Scottish Premier League club to gain behind-the-scenes insight.
Representation at boardroom level and consistent, clearly defined job descriptions are recommended to improve the effectiveness of sporting directors in English football clubs.
They also need to become like traditional job roles with clear recruiting pathways and training for future sporting directors, much in the same way a finance director or head of HR would.
Compared to many European countries the role of sporting director is relatively new in England, with successes such as Txiki Begiristain at Manchester City – newly crowned European champions – coupled with failed appointments such as Dennis Wise at Newcastle United, contributing to divisive opinions and understandings of the role.
The research, published in the 4th edition of Science and Soccer, identifies and addresses a number of challenges that impact the success of implementing a Sporting Director approach. This includes:
- Sporting Directors are not always represented at a board level position while internal and external stakeholders do not appear to fully understand the role, which can lead to uncertainty in a football club
- Enhanced professional education and qualifications are needed to support those seeking to gain a sporting director role
- Clear pathways need to be developed for the recruitment and development of future sporting directors
Researchers worked with the current Director of Football at Everton FC, Kevin Thelwell, Director of Football Operations at Tottenham Hostpur, Rebecca Caplehorn, and the former Sporting Director at Dundee United, Tony Asghar, to review the sporting director role and identify how it can help support head coaches while delivering the goals of their club.
Mark Batey, Director of the Master of Sports Directorship Degree at Manchester Metropolitan University, said: “Sporting directors within English Premier League clubs are becoming a mainstay, which means greater clarity is now possible regarding their primary roles and responsibilities.
“Our research shows that if the sporting director role is to be successful, we need to think and work in organisational structures that give those in the role a genuine position to influence.
“This, along with clearly defined role descriptors for the role to assist employers, employees and the collective work of education bodies, will be vital for the ongoing professionalisation of sport and sporting directors.”
As part of their recommendations, researchers have defined a set of existing skills that sporting directors should have when taking on the role.
This includes knowledge of the football industry, an understanding of the context within which the business operates, strategic awareness, interpersonal and communicational skills, and the ability to question and challenge.
The research was supported by the Association of Sporting Directors, which aims to support, connect and develop football leaders across the world.
Dan Parnell, CEO of the Association of Sporting Directors, said: “This research provides football industry stakeholders with cutting edge insight to better inform their own practice and prepare for more successful implementation of the sporting director model. We are proud to contribute with members and aspire to make a positive impact on our industry.”
