Good question. I remember a job interview years ago where I talked about my refereeing at the end and used it as an example of how I could manage difficult people in intensive environments - that certainly went down well at the time, just for being something a bit different more than anything.
Currently my main role is to teach leadership and management as staff development - so much of this is about building confidence, making difficult decisions, adapting to situations and managing all kinds of people that I regularly draw upon refereeing examples. Similarly, I take the leadership theory/practice that I've learnt over the years onto the field so, for example, I now make a conscious effort to remain calm (on the outside at least), am clear and confident in the decisions I make and, where necessary, make my point assertively rather than defensively or aggressively. I also make sure to communicate with everyone in the best way I can - this is the hardest thing for me personally as I do tend to go quiet when under pressure but again I think about myself in a work situation and know that I can draw on certain strengths to do this.
Above all, leadership is about reflecting on your own performance, so I have also learnt to consider the key decisions I've made and how I might do things differently without necessarily beating myself up about it. In fact, I've realised that the only times I get depressed after a game is if I know I've bottled a decision (thought too long about it, typically) so I'm now much more prepared to go with my gut instinct and deal with things as they happen. Again, it's a confidence thing.