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Abstract
This article considers the challenges encountered by a recently appointed assistant programme leader in establishing an identity as a leader of an EdD programme. In discussing literature on the development of the EdD, the article recognizes an existing concern with student identity but highlights a need to consider the development of the EdD leader’s identity as a leader. Employing a reflexive narrative, the article emphasizes the centrality of the leader’s disabled identity in considering the role of assistant programme leader and thus becoming a leader. The EdD is identified as a social space where colleagues are often engaged in their professional learning with the EdD leadership team providing support. This article tracks some of the commonplace behaviours around such learning in a post-1992 institution, and discusses the implications for EdD leadership and management teams when trying to consider and implement changes to established organizational cultures.
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