This dissertation describes a study that sought to determine the relative bargaining effectiveness of the three options open to school boards in selecting a chief negotiator to handle collective bargaining with teacher unions: 1) hiring a professional negotiator from outside the community, 2) appointing a staff administrator, or 3) appointing a school board member. Bargaining effectiveness was determined by comparing changes in salary levels and related fringe benefits as a result of negotiations in 163 Indiana school districts for the 1975-76 school year. Data for the study were gathered through questionnaires mailed to school districts and from records of the Indiana School Board Association. Analysis of the data showed no significant difference in the effectiveness of the three types of chief negotiators and no significant difference in satisfaction with the performance of the different types of negotiators. (JG)