[pt] A presente tese teve como objetivo principal construir, validar e discutir a pertinência de índices que relacionassem aspectos da gestão escolar (liderança do diretor, autoeficácia pedagógica do diretor e complexidade da gestão) com o desempenho e a equidade dos resultados dos alunos dos anos finais do ensino fundamental. A pesquisa foi um estudo quantitativo de natureza exploratória, tendo como amostra principal as escolas da rede municipal do Rio de Janeiro que ofertam nono ano e foram avaliadas no SAEB 2019. Complementarmente foram realizadas análises para as escolas que ofereciam o quinto ano da mesma rede e para as escolas públicas do Brasil de quinto e nono anos que participaram do SAEB 2019. Em termos metodológicos, foram construídos três índices por meio da análise fatorial: o Índice de Liderança do Diretor (ILD), o Índice de Autoeficácia Pedagógica do Diretor (IAEPD), e um Índice de Complexidade da Gestão (ICG) para a rede municipal do Rio de Janeiro, alternativo ao índice criado pelo INEP. Foram então realizadas regressões lineares multivariadas usando a média da proficiência em matemática dos alunos e seu desvio padrão em cada escola como variáveis dependentes e o Índice de Nível Socioeconômico (Inse) do INEP como variável de controle. Os principais resultados indicaram que a liderança do diretor e a crença em autoeficácia pedagógica do diretor apresentaram correlação positiva com a proficiência e com as desigualdades no desempenho dos alunos. Quanto a complexidade da gestão a correlação foi negativa: quanto mais complexa a escola, pior o resultado dos alunos. Não foi possível encontrar resultados estatisticamente confiáveis para a relação entre a complexidade da gestão e a equidade do desempenho dos alunos. Os modelos para o Rio de Janeiro só apresentaram significância estatística em alguns coeficientes para o quinto ano. Todos os índices e respectivos coeficientes tiveram significância estatística nos modelos nacionais. / [en] The main objective of this thesis was to construct, validate, and discuss the relevance of indices that relate aspects of school management (principal s leadership, principal s pedagogical self-efficacy, and management complexity) to the outcome and equity of students results in the final years of elementary school. The research was a quantitative study of exploratory nature, having as main samplethe schools of the municipal network of Rio de Janeiro that offer 9th grade and were evaluated in SAEB 2019. In a complementary way, analyses were carried out for schools that offered 5th grade in the same system and for Brazil s 5th and 9th grade public schools that participated in SAEB 2019. In methodological terms, three indices were constructed using factor analysis: the Principal Leadership Index (PLI), the Principal Pedagogical Self-Efficacy Index (PPSEI), and a Management Complexity Index (MCI) for the municipal system of Rio de Janeiro, an alternativeto the index created by INEP. Multivariate linear regressions were then performed using the average math proficiency of students and its standard deviation in each school as dependent variables and INEP s Socioeconomic Level Index (SELI) as control variable. The main results indicated that the principal s leadership and the principal s belief in pedagogical self-efficacy were positively correlated with student proficiency and achievement inequalities. Management complexity, on the other hand, showed a negative correlation: the more complex the school, the worse the student achievement. It was not possible to find statistically reliable results for the relationship between management complexity and equity in student achievement. The models for Rio de Janeiro only showed statistical significance in some coefficients for the 5th grade. All indices and respective coefficients were statistically significant in the national models.

The purpose of this study was to examine the leadership styles adopted by school principals and their influence on the job performance of primary school teachers in the Tigray region of Ethiopia. The study was designed to gain insight into the kinds of leadership styles presently used, the leadership preference of principals, the perceptions of the teachers and principals regarding the leadership styles of the principals and the effect of the leadership styles on teachers’ performance. The main research question that guided this study was: Which leadership styles are most commonly used by primary school principals in the Tigray region and what is their effect on the performance of teachers? A mixed-methods research design was used with questionnaires as well as a focus group interview as means of data-collection. One hundred and seventy eight principals and 446 teachers comprising 69% male and 31% female teachers participated in the study. The path-goal leadership questionnaire as well as a self-constructed questionnaire to measure teacher performance was self-administered to collect data from the selected principals and teachers, which secured a 97% response rate. During the qualitative phase, eight supervisors participated in the focus group interview. The questionnaire data were analysed using the Statistical Analysis System (SAS) software. Descriptive and inferential statistical analyses were conducted and presented in a clear and logical manner. The principals and teachers indicated that all the leadership styles, except the directive leadership style, have a positive impact on the teachers’ performance. Furthermore, the supportive leadership style is the most frequently used style. Importantly, age, qualifications and experience as independent variables had an effect on teachers’ performance. The data also indicated a statistically significant relationship between the job performance of teachers and the leadership styles employed by the principals. The study results make a contribution to the research on the relation between leadership styles and teachers’ performance, especially since no study has been conducted on this issue in the Tigray region of Ethiopia before. It was possible to make several meaningful recommendations for implementation in the Tigray region. / Educational Leadership and Management / D. Ed. (Education Management)