This qualitative case study explored staffs' perceptions regarding the influence of transparent communication on organizational culture in a faith-based college in the mid-Atlantic United States. The study used a phenomenological approach, grounded in the principles of existential phenomenology as posited by Heidegger, alongside an interpretivism framework, which focused on understanding the consciousness and lived experiences of individuals who have directly encountered the phenomenon of transparent communication within their organizational setting. The research was driven by two primary questions: (1) What are leadership staffs' perceptions about the influence of transparent communication on organizational culture at a faith-based college? (2) What are leadership staffs' perceptions about ways leaders may improve transparent communication at the same institution? Purposeful sampling was used to select participants who were leaders at the college, ensuring a diverse and relevant pool of perspectives. Interviews were conducted via Zoom, and data were analyzed using a thematic analysis, which revealed four major themes: (1) Transparent communication supports a culture of trust and collaboration; (2) Transparent communication can lead to role clarity and increased self-efficacy for employees; (3) Leaders should create communicate plans to ensure effective and transparent communication; and (4) Information should be disseminated in different ways to reach diverse audiences. The results of this study contribute to positive social change within faith-based institutions of higher learning and other organizations that seek to improve communication practices, trust, and organizational culture. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]