The coprincipalship has been suggested as an organizational structure that addresses the increasing workload and time demands of the principal as well as the shortage of qualified applicants for the position. This article presents the findings of a qualitative study of coprincipals in public and private schools in California, Illinois, Massachusetts, Maine, Oregon, and Wisconsin. The participants describe the rationale for the model, its strengths and weaknesses, and how it functions. The coprincipals expressed particular satisfaction at sharing workloads and decision making because they were not isolated as solo leaders. Though the coprincipalship model offers possibilities for making the role of principal attractive, additional information is needed to develop a sustainable model. (Contains 1 footnote.)