This study used a descriptive qualitative design utilizing a phenomenological approach to determine and examine the reasons behind the voluntary or involuntary turnover of Arizona school superintendents. Open-ended questions were used to interview five superintendents who had left their districts between 2008 and 2013 about their perceptions on factors contributing to their turnover. For each superintendent, a board member, district staff member, and community member from the district was also interviewed to gain their perspectives on the turnover. The findings from this study suggest that superintendents, board members, district staff, and community members identified the relationship between the superintendent and the school board as a leading contributing factor to superintendent turnover in their districts. Role clarity and retirement were also identified as leading causes to superintendent turnover, while staff relations, demographics and finance had little to no impact on the turnover of these superintendents. The findings in this study suggest the success of a superintendent is heavily dependent on the quality of relationship he or she has with the school board members, not necessarily on the quality of leadership he or she possesses. [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/en-US/products/dissertations/individuals.shtml.]