This study was conducted to identify the ways that superintendents in rural school districts deal successfully with restructuring. The analysis is based on interviews with superintendents and principals in four rural districts. The districts, in Texas and Oklahoma, were selected especially for their successful restructuring programs. The two Texas sites had begun decentralization into site-based decision-making before state authorities mandated the change. The Oklahoma sites had similarly initiated Outcome Based Education. For the purpose of this study, interviews revealed the following behaviors that the four superintendents held in common: (1) vision/awareness, an understanding of quality education and the awareness of the need for change; (2) vision sharing, the superintendent's communication of goals and strategies to the school board; (3) trust-building with teachers, principals, board members and the community; and (4) monitoring, to ensure that change is properly implemented. The four successful superintendents were active initiators and sustainers of innovative change, having actively sought out vehicles to improve learning opportunities. Each operated on a solid basis of trust with principals and teachers while demonstrating practical and enduring leadership. (TES)