COVID-19 disrupted the world, and the impacts have been experienced in many areas, including sport and higher education. Sport management academicians need to reflect on the past two years' experience, determine what worked and what did not work, and avoid the temptation of automatically returning to past practices. The authors of this manuscript applied the disruption literature and propose transformative changes in what sport management academicians teach (e.g., greater emphasis on innovation, entrepreneurship, automation, critical thinking skills to facilitate working in flexible environments and across areas), how colleagues teach (e.g., heightened integration of technology, blended learning models) and where colleagues teach (on-campus and distal delivery modes, asynchronous and synchronous delivery to students on campus and across regions/countries). Examples of start-up companies and entrepreneurial ventures are offered to help illustrate the changing sports landscape and the emerging opportunities for current and future students, graduates, and professors. Sport management professors are offered some suggestions to assist them in seizing this opportunity.

University officials frequently trumpet their institution's record of developing leaders and many point to co-curricular programs (e.g., athletics, student government) as ideal settings for this type of development. Researchers have determined that interuniversity athletics programs are potentially fertile grounds for leadership development. The authors believe that recreational sport programs are undervalued and often underutilized units for the leader development in students. They suggest that collegiate recreation programs also offer vast opportunities for leadership development. High numbers of students occupy senior leadership positions with decision-making responsibilities, and they routinely engage in experiences that have the potential to develop and/or refine their leadership skills. However, this development could be enriched and enhanced. The authors chronicle the latest advancements in both leadership and leader development and offer Recreational Sport professionals 10 recommendations to heighten leadership development in their programs. Implementing these recommendations will facilitate richer learning and deeper development, and better align the programs with the trumpeted aspirations of their institution's senior leaders. The potential benefits to the student participants and the programs are also outlined in the paper.