New types of leaders needed in sports – and what other sectors can learn from them

To future-proof the sports industry, it’s high time for a new kind of leadership. Bartel Berkhout (20060402) advocates for renewed leadership and draws parallels with other sectors: the same increasing demands placed on leaders in sports also apply to business and politics. As a hockey coach, he became an expert in performing under pressure and developing talent. Today, he leverages his top-level sports experience to pave the way for what he calls Leadership 3.0.

Bartel is the Director of the Sports Leadership Program (SLP)—originally founded at Nyenrode and now operating as an independent institute. He develops leadership programs for top sports influencers and connects leaders from sports, education, and business as an advisor.

“There’s a pressing need for a new generation of leaders and executives. We’ve been saying this for 15 years, but now it’s truly urgent. Fortunately, there’s growing awareness that these people need proper guidance.”

A Clear Sense of Urgency

“A year after the Paris Olympics, it’s clear where improvement is needed,” Bartel explains. “One in three athletes faces severe mental health challenges. The pressure to win is immense, and the risk of burnout in top positions is high. We must ask ourselves: how can we protect players, coaches, and staff from this pressure? Every high-performance environment requires a balance between excellence and rest—constant intensity is unsustainable. The same dynamic exists in business, but in sports, the urgency is more visible because the industry is so large and public. Across all organizations, we face similar moral, ethical, financial, and geopolitical challenges. Guiding teams through that complexity demands a new kind of leadership.”

When asked what it takes to be resilient as a leader, Bartel emphasizes:

“You must know yourself, have a moral compass, stand firm, and possess both knowledge and skill. From the NOC-NSF to amateur football clubs, all organizations face challenges around sustainability, misconduct, ethics, and integrity. Value-based thinking is becoming a major theme in sports and an essential element of modern leadership.”

He continues:

“What is the financial, social, and business value of sport? Organizations like the IOC are increasingly focused on their environmental footprint, for instance through legacy programs. If you invest 200 billion in the Olympics, what do you want to leave behind? These are the questions leaders must answer.”

Parallels Between Sports and Business

The idea of letting sports and business learn from each other had long been on Bartel’s mind. Having worked in law while simultaneously coaching hockey at the highest level—including as national coach of Canada and South Africa—he developed a deep understanding of team dynamics.

“I’ve been fascinated by teams for decades. Because of the parallels between sports and other organizations, I realized there was great potential in linking the two worlds. That became the foundation of the SLP’s themes.”

The spark was lit during his own MBA in 2006, when leadership and entrepreneurship became his core interests.

“That period was intense and transformative—you build networks, learn to navigate cultural differences, reflect on who you want to be, and apply everything you’ve learned. The social aspect was unforgettable: living closely together on campus, debates, study trips—it was a true pressure cooker experience.”

Shaping Responsible Leaders

In 2014, Bartel returned to Nyenrode to build the Sports Leadership Program. How can elements from high-performance environments be translated into education?

“Nyenrode is the perfect place for this—leadership, social responsibility, entrepreneurship, and continuous improvement are part of the university’s DNA. The potential of sport in society demands strong leaders capable of tackling complex challenges. Connecting leaders across sectors perfectly fits Nyenrode’s mission of shaping responsible leaders.”

The first SLP cohort launched in 2015, focusing on new approaches to governance and social impact. Since becoming an independent foundation in 2019, the SLP has continued to grow. With six core team members and a network of 120 moderators, speakers, and experts, Bartel oversees both flagship programs and government-backed research projects that foster collaboration across sectors. He remains affiliated with Nyenrode as a lecturer and began his PhD in 2022:

“Now I’m giving academic weight to what I’ve been practicing for years. What can business learn from how sports operate? And how can sports benefit from business methods? I bring these worlds together and constantly ask: what makes leadership effective?”

Now in its ninth cohort, the SLP boasts around 140 alumni forming a tight-knit community.

“This spring, about 100 of us gathered at the Koetshuis. I like to ask: what were the defining moments in your career? What determined your success? With our focus on resilience, integrity, and exemplary behavior, Nyenrode truly develops character—so it’s fascinating to explore what knowledge and competencies people find most crucial.”

Sport Touches Everything

“When people talk about sports, their eyes light up—it captures the imagination and connects everyone. That makes it an ideal lens for exploring themes that apply across industries. Especially when things get difficult, sport becomes truly revealing. It’s the fastest-growing sector and, for many, almost a religion. More and more stakeholders—private equity, politics—are involved. Because sport is so intertwined with geopolitics and public perception, its societal role has become far more political. That reality trickles down through every level.”

Sport acts as a litmus test for society, Bartel adds:

“On the field, you feel the social unrest that COVID left behind—students struggling mentally, something I also see at the university where I teach. The commercial side of sport tells a similar story: tremendous growth at the top, while amateur clubs collapse as volunteerism declines. The expectations of members and customers are shifting.”

A Turning Point

For Bartel, change starts with individual responsibility:

“The transformation we urgently need begins with personal commitment. Whether it’s a sports entrepreneur setting a positive example, an inspiring foundation for athletes with disabilities, or a board member with a strong moral compass—these best practices should be made visible and celebrated.”