Leading for high performance: performance management and leadership requirements of performance directors in elite football

Research Question This study examines how the performance director role is understood, operationalised, and positioned within the organisational and performance architecture of elite football clubs.Research Methods This study employed a purposeful sampling qualitative approach which resulted in a total of 26 participants comprised of: 8 heads of department, 10 performance directors and 8 sporting directors. All participants were male with ages ranging from 35 to 55 years (44.5 ± 5.3) having worked in elite football for between 10 and 25 years (18.4 ± 4.5). Twenty-four participants were from 15 Premier League football teams while two participants were from two Championship football teams.Results and Findings The findings reveal four functions of the performance director: (1) strategic orchestration of performance departments, (2) translation of performance data into actionable decision-making, (3) boundary-spanning leadership connecting football and executive domains, and (4) risk mediation across medical, sport science, coaching, and football operations. Despite increasing influence, the role remains variably defined across clubs, producing inconsistencies in authority and strategic alignment.Implications The study advances understanding of emerging executive roles in elite football and provides clarity on the performance director function. It highlights structural challenges limiting the role’s effectiveness and offers practical implications for organisations.