The Evolving Role of Football Managers in Modern Clubs

Sir Gareth Southgate asserts that the demands of modern football have reached unprecedented levels, contributing to a gradual erosion of managerial authority in clubs.

The emergence of football, technical, and sporting directors has shifted the balance of power, though Southgate expresses no objection to this evolution. He notes that, despite the transition from traditional ‘manager’ roles to ‘head coach’ structures, today’s managers encounter pressures comparable to those in the past.

His comments arrive amidst a series of managerial changes at prominent clubs including Real Madrid, Manchester United, and Chelsea since the beginning of the year. In a LinkedIn post, Southgate pointed out that Xabi Alonso at Madrid, Ruben Amorim at United, and Enzo Maresca at Chelsea each left their positions under differing circumstances, with underlying power struggles involving club executives, employees, or players being the common denominator.

For instance, Maresca departed Chelsea by mutual consent following a dispute with the club’s hierarchy, while Amorim publicly criticized club officials shortly before his dismissal. “I came here to be the manager of Manchester United, not to be the coach of Manchester United. That is clear,” Amorim stated to reporters, hinting at internal disruptions.

Southgate remarked that the decline in a manager’s authority has been a gradual development over many years, accelerated by the rising prevalence of directors who oversee long-term strategies and report directly to CEOs or owners, positioning themselves above the head coach in the club’s structure.

“Personally, I have no issue with this evolution. Strategy, culture, planning, and continuity are critical to success in any organization—and a football club is no different,” he noted.

Southgate argues that such structures are essential, as head coaches often lack the time and specialized skills needed to manage intricate player contracts, global scouting networks, or advanced data operations. Contrary to the belief that the role of a head coach involves a lighter workload, he claims that the reality is the opposite, with larger squads, extensive backroom teams, heightened analytical expectations, and increasing media and commercial responsibilities amplifying the pressures.

He elaborated, “The complexity of managing modern players, many of whom act as individual brands, along with the financial stakes for clubs and the incessant scrutiny from both traditional and social media, creates a significant melting pot of challenges and stress.”

Southgate advocates for embracing a contemporary interpretation of traditional management that acknowledges the individuals players are, highlighting the importance of understanding their human qualities. “As I once told my superiors at England: players are not merely magnets on a tactics board. They are human beings, and managing that reality is central to effective football leadership.”

However, Southgate, who previously managed Middlesbrough and England Under-21s before taking the helm of the England senior team from 2016 to 2024, recognized that the differing titles have induced a subtle, sometimes unintended shift in power and status. He insisted on changing his title to ‘manager’ when appointed England head coach to accurately reflect the authority and influence required for the role.