This study examined the effect of collective bargaining environments on principal hiring and school administrator behavior perceptions. Specifically, researchers hypothesized that small or medium sized school districts that engage in collective bargaining will hire significantly more outsiders as principals than will similar districts in nonbargaining environments and that superintendent and principal perceptions of organizational behavior will be significantly more homogeneous in collective bargaining environments. Sixty-six school districts were selected from five states, providing equal samples from each environment, controlling for district enrollment and wealth, and administrative roles. Three managerial roles were selected as indicators of the total organizational behavior--the superintendent, a principal of three or more years tenure in the district, and a newly appointed principal. The organizational behavior instrument initially developed by Likert and adapted by Caldwell and Easton to a public school setting was utilized. The findings indicated positive relationships between outsider principal selection and collective bargaining environments. The data further revealed that organizational behavior preceptions of administrative staff were significantly different in bargaining and nonbargaining districts. (Author/JM)