This study examines a public school administrator network from a qualitative paradigm using network theory and methods. Findings identify and describe four distinct networks emerging from administrators' relationships: the innovation network, the resource network, the social/emotional support network, and the university-school partnership network. Findings suggest that educational leaders do not have just one network, but rather use multiple networks to achieve their organizational objectives. Strategic implications of the structure of these networks and an educational leader's position within these networks are discussed. (Contains 1 note, 6 tables and 6 figures.)