The role of the school leader continues to evolve. As the roles of principals and superintendents become more complex and demanding, there is a necessity to explore the perceptions of Illinois public school principals, superintendents, and Illinois Association of Regional Superintendents of Schools (IARSS) regional superintendents on the need for development opportunities, support, and networking for principals and superintendents along with the regional capacity of the Regional Offices of Education (ROE) to provide these opportunities. The following research questions framed this study: 1. Based on the perceptions of the leaders of Illinois ROE offices, what is the need for regional opportunities focused on supporting, developing, and networking practicing principals and superintendents? 2. Based on the perceptions of the leaders of Illinois ROE offices, what is the capacity for regional education agencies to serve as leadership hubs focused on supporting, developing, and networking practicing principals and superintendents? 3. Based on the perceptions of Illinois' principals and superintendents, what is the need for regional opportunities focused on supporting, developing, and networking practicing principals and superintendents? 4. Based on the perceptions of Illinois' principals and superintendents, what is the capacity for regional education agencies to serve as leadership hubs focused on supporting, developing, and networking practicing principals and superintendents? 5. How do the perceptions of Illinois' principals, superintendents, and ROE superintendents compare concerning the need for regional education agencies to serve as leadership hubs focused on supporting, developing, and networking school leaders? 6. How do the perceptions of Illinois' principals, superintendents, and ROE superintendents compare regarding the capacity of regional education agencies to serve as leadership hubs focused on supporting, developing, and networking school leaders? 7. What are the perceptions of principals, superintendents, and ROE superintendents regarding the retention of school leaders? Data for this study was collected using two surveys, one for principals and superintendents and one for regional superintendents. Descriptive and inferential statistics were utilized to analyze the data. Findings included a perceived need for regional opportunities for principals and superintendents to engage in development, receive support, and participate in networking with other school leaders. Additionally, there was evidence that ROE superintendents perceived their offices have the capacity to develop, support, and network school leaders. Conclusions from this study are: a need for opportunities to develop, support, and network school leaders exists; ROEs have the capacity to provide development, support, and networking opportunities for principals and superintendents; principal and superintendents rarely engage in mentoring and coaching; and support for school leaders may reduce school leader turnover. [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://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]