This study investigated the relationships between superintendents' management behavior and the frequency of grievances initiated by secondary teachers; the dependent variable was also tested against the rule administration behavior of secondary principals and the "mix" of behaviors at both management levels. The sample employed for hypotheses confirmation consisted of 319 secondary principals, teachers, and teacher union representatives in 27 nonurban districts. Analysis of the data indicates that superintendents exhibiting openness experience fewer grievances; closed superintendents, more grievances. Further, in the latter case, a subordinate representative principal tends to screen some of the perceived superintendent closedness and effectively lowers grievance frequency. (Author)