This study explores the beliefs and practices surrounding trust formation between superintendents and their principals. The problem of practice this study addresses is principal turnover. Through this qualitative case study of trust formation that framed superintendents as creators of trust and principals as givers of trust, this study finds that the interpersonal exchanges of trust enabled principals to take risks and develop leadership competence. As creators of trust, superintendents shared their perceptions of the importance of respect and personal regard in creating trust. As givers of trust, principals shared their perceptions of the importance of being vulnerable and having interdependence with their superintendents. The superintendents and principals in this study also shared the practices and actions they engaged in to form trusting partnerships, and how they led to the perceived outcomes of efficacy, success, and tenure within the principalship. The methods of critical case sampling (Creswell, 2017), standardized open-ended interviews (Patton, 2009), and a sequential analysis technique (Myles and Huberman, 2014) were utilized to explore the complexity of views (Creswell, 2014) of trust formation. The implications and recommendations of this study were highlighted through a discussion of diversity, areas for further research, and the identification of trust forming practices and new policies. [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.]