Purpose: The purpose of this article is to explore the leadership practice of two urban elementary school principals through a distributed leadership framework. Methods: The study employed an ethnographic case study and data were collected through semistructured interviews and observations. A case study for each principal was created, followed by a cross-case analysis. Findings: Exploring leadership practice through a distributed leadership framework provides insights into how leadership practice is enacted by individuals and their situational context. Conclusion: Additional research should focus on the "how" of leadership practice to provide school leaders deeper insights into the work of school improvement.