Utilizing a nonparametric statistical method, this secondary data analysis of the AASA, The School Superintendents Association (formerly the American Association of School Administrators) American School Superintendent 2010 Decennial Study on superintendents analyzes factors related to superintendent retention and turnover from a labor market perspective. This study is based on a national survey of nearly 2,000 school superintendents in the United States. The purpose of this secondary data analysis is to test the hypothesis that when a superintendent’s social, educational, and professional needs are met in the district, then the superintendent has a higher likelihood of continuing to serve the district. There is an abundance of research correlating positive student achievement with the length of tenure of the superintendent. If school boards have a better knowledge base for improving job satisfaction for superintendents, thus increasing tenure, American school systems might be able to improve student achievement. While not all turnover is bad, positive board and superintendent relationships take time to develop. Districts can increase the potential to carry through educational initiatives and reduce the expenses of finding a superintendent’s replacement if a superintendent is retained past the national average of time of five to seven years.