Abstract
In this article, we report the results of a longitudinal survey research project of an organization undergoing leadership change. The study determined the relationships between members' "shared vision" of the organization's goals and a number of communication-related activities. We found significant relationships between shared vision and communication from the leader and the public relations staff. We concluded that the leader who "flattens" the communication hierarchy is more likely to achieve shared vision. The findings should be of value to public relations practitioners in their role as consultants to new leaders and as they determine the most effective channels for communicating organizational changes.
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