The narrative of superintendent's leaving school districts shortly after being hired is a national phenomenon with significant impacts on the capacity of educational systems to make progress and improvement. Exacerbated in high need/reform districts, evidence of dysfunction in the relationship between the superintendent and board of education emerges as a consistent factor of this separation. This qualitative cross-case study explores the perspectives of a group of superintendents serving in high-need/reform districts who have countered the national narrative of turnover by achieving at least five-years of tenure in their current position. The findings of this study add to a growing body of research that speaks to the importance of leaders' value, respect and engagement of school boards despite a pervasive trend of increasingly partisan behavior. In addition, the findings support current research regarding the importance of maintaining clearly understood roles and responsibilities for both administrative and governance parties of this relationship. Finally, the findings explore multiple behaviors and actions of these leaders that have resulted in stability in their tenure. Based on these findings, this study offers several implications for the superintendency as well as recommendations for continued research. [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.]