The advent of the COVID-19 pandemic has catalyzed a paradigm shift, necessitating adaptive leadership to navigate unprecedented challenges, foster innovation, and prioritize the well-being of students and staff. In this context, superintendents serve as chief executives, guiding districts through complex terrain, balancing fiscal responsibilities, stakeholder expectations, and educational imperatives to cultivate inclusive, equitable learning environments. This study aims to uncover trends in superintendent pay and turnover in system leadership by examining the characteristics of urban school district superintendents within the current 78 member districts of the Council of the Great City Schools (Council). It focuses on understanding the racial and gender demographics of superintendents, the prevalence of turnover within demographic groups as well as the relationship between superintendent and district characteristics and superintendent's base salaries. This report also considered the often-noted disparities in pay, hiring, and retention at the superintendent level along the lines of gender. By addressing these topics, the Council seeks to provide some insight that may inform conversation on the challenges facing urban school district leadership and inform strategies to promote stability and effectiveness in urban district leadership roles. Findings include that regarding turnover, no distinguishable patterns along the lines of race/ethnicity were found and any difference that may exist was not significant. One of the more interesting findings in this analysis pertained to district free or reduced-price lunch (FRPL) rates--which indicated that, while superintendent salaries were determined to be unaffected by representation of economically-disadvantaged students in districts, turnover rates slightly increase among Council districts having lower FRPL rates. The insights from this study have implications for school boards, and administrators focused on enhancing leadership stability in urban school districts.