Graduate programs in educational administration are replete with courses focused on leadership theories and change strategies. Many theories support the concept of shared vision as a crucial element in organizational change. However, building shared vision throughout a complex system such as a school district requires complex skills that many educational leaders lack. This qualitative study explored the mental models held by leaders responsible for school improvement; the data revealed the effects upon a specific change strategy when shared vision is absent. The study explored various aspects of walkthroughs, a single change effort implemented district-wide eight years prior to data collection. The study explored educational leaders’ understanding of this established changed effort. The faculty of any leadership preparation program is encouraged to consider the skills and knowledge necessary to develop a shared vision. ACCESS FULL MANUSCRIPT AT:

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