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This chapter explores how different aspects of middle manager identity relate to knowledge, research and practice. It argues that effective leadership depends more upon the person than the role.

Semi-structured interviews were conducted with 14 middle managers at a single school of healthcare in a research-intensive, chartered UK university.

The middle managers revealed both core and situated identities. Their core selves included various personality traits such as curiosity, a competitive streak, optimism, sociability and a sense of humour. Their situated selves were shaped by socialization, life history, critical people, and incidents and chance. In a symbiotic relationship with these core and situated components was a complex, tri-partite professional identity, as a healthcare professional, a higher education (HE) academic, and an education manager. All the participants greatly valued professional development and ongoing academic study.

This chapter illustrates how the best postgraduate courses develop exemplary education managers/leaders. They do this not by giving students role-specific skills but by developing their analytical and critical thinking skills. Through a process of deep learning and experience, individuals undertaking a doctorate are able to develop into reflexive and reflective practitioners who can act with personal integrity.

Little has been published about the relationships between the career background, the identity and the role of a university middle manager, and virtually nothing from the field of healthcare. The figure presented in this chapter offers a new framework for understanding the relationship between self, professional identity and role.

The purpose of this chapter is to introduce the role of the doctorate as an investment in education, and to consider whose education is being invested in, how and why. We examine the role of postgraduate research within the doctorate and how this may contribute to a self-improving profession, self-improving educational institutions and self-improving education systems.

The methodology is the representation of different chapters from authors that explore the key themes that we introduce in this chapter.

We present the three main findings from a British Educational Leadership, Management and Administration Doctoral Research Interest Group seminar series funded by the British Educational Leadership, Management and Administration Society (BELMAS). First is the progression of a systemic basis for active educational research, engaged with the mobilization of learning-based and pedagogic knowledge leadership within doctoral scholarship, learning and pedagogy. Second is the continued examination of the internationalization of purpose, structure and function in doctoral study through evidence informed leadership. Third is the provision of opportunities to explore ways in which doctoral study may facilitate educational leaders to recognize ‘minoritised’ and marginalized communities, and disrupt dominant discourses that work within patterns of ecologies that ‘pathologise’ diversity and difference.

Here, a clearly stated focus emerged during the seminar series, emphasizing how leaders engaging with doctoral learning have the opportunity to articulate generative transformative theories of human learning for a civic curriculum, and to apply this new knowledge to work for change for students’ full economic, cultural and political participation in the society.