Purpose, scope, and method of study: The purpose of this study was to examine the daily leadership practices of Oklahoma National Distinguished Principals to better understand how leadership performance is used to create and sustain productive change within schools. This qualitative study relied on a multiple case design utilizing participants based on a purposeful sample. The scope of this study was limited to 3 currently employed elementary school principals in three different public school districts in Oklahoma, all of whom had been designated as a National Distinguished Principal. Three primary data sources were utilized: interviews with the 3 principals, direct observation at their school sites, and documentation pertaining to each principal and school site. This study identified the principals' daily leadership practices. This study also identified those leadership practices that were consistent with and related to the performance roles referred to as the domains of leadership performance. The data were analyzed using the methodology of Yin (2003). Findings and conclusions: This study identified the specific daily leadership practices that the 3 Oklahoma National Distinguished Principals used to create and sustain productive change within their schools. Those leadership practices were related to and consistent with the five domains of leadership performance: authentic, visionary, cultural, quality, and service (Schwalm & Spady, 2002). The principals in this study shared many common practices that were used to create and sustain change. Each principal was successful in demonstrating a marked increase in Oklahoma API scores, as well as developing a cohesive school staff that was supported and respected by the broader community. It was concluded that (a) a principal should be knowledgeable of the five domains of leadership performance and execute the distinctive set of performance roles related to each domain and (b) a principal should incorporate specific daily practices that support implementation of the leadership performance roles. [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.]