In the 1976-77 academic year, a study conducted at an Ohio middle school revealed the negative effects a strike had on teacher perceptions of climate and leadership. The original focus of the research study was to evaluate the impact of experimental curriculum, but after the unanticipated strike, it was realized that unbiased, prestrike data would be beneficial in the analysis of the effect of a strike on climate and leadership. A pre-post design was used with an author-developed climate questionnaire and the Leadership Adaptability Style Inventory. Both instruments were administered to 40 teachers before and after a two-week district-wide strike. The results show a significant drop in climate in all five attitude subscales of communication, innovation, professionalism, inservice, and decision-making. Also a significant change was noted in the principals' leadership style as measured by the Leadership Adaptability Style Inventory. Most of these changes were related to perceptions of the principal's accessibility and receptivity. The results suggest that a strike costs a system more than money. It inevitably costs the district the goodwill, credibility, and trust that must be present between teachers and administrators and among teachers to truly make a school a humane and productive place. (Author/JM)