Abstract
This case study reveals the development and action research work of a student in a newly designed educational doctorate aimed at preparing scholarly and influential practitioners. Data were gathered from a research journal, field notes, email correspondence, observation, and dissertation work, and analyzed with a constant comparative approach. Results tell the story of leadership development and action research that discovered the failure of professional development, the importance of teacher efficacy, and ways to build efficacy with knowledge and feedback. Findings from this case have implications for program developers and doctoral students wishing to become action researchers and agents of change.
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