The Cambridge education system introduced after independence is mainly blamed for the high failure rate experienced in the Junior Secondary (Grade 10) and Senior Secondary (Grade 12) phases in Namibia. Although it is acknowledged that failure rate can be contributed to by many factors, the research wanted to establish whether the principal’s leadership can have any contribution to the academic achievement in a school. The researcher consulted different literature in an attempt to achieve the research objectives. The principal carries out a number of leadership job functions, hence, an instrument with the relevant job functions of a principal was selected to collect data. Three poorly performing schools were identified in the Omaheke Region. The research used questionnaires among teachers, inspectors and principals to collect data. The analysis shows that two principals were rated low in most leadership job functions. That implies that these principals are not engaged in instructional leadership, resulting in poor academic results. At the end recommendations and proposals for future research are highlighted. / Human Resource Management / M.Tech. (Human Resource Development )

The Cambridge education system introduced after independence is mainly blamed for the high failure rate experienced in the Junior Secondary (Grade 10) and Senior Secondary (Grade 12) phases in Namibia. Although it is acknowledged that failure rate can be contributed to by many factors, the research wanted to establish whether the principal’s leadership can have any contribution to the academic achievement in a school. The researcher consulted different literature in an attempt to achieve the research objectives. The principal carries out a number of leadership job functions, hence, an instrument with the relevant job functions of a principal was selected to collect data. Three poorly performing schools were identified in the Omaheke Region. The research used questionnaires among teachers, inspectors and principals to collect data. The analysis shows that two principals were rated low in most leadership job functions. That implies that these principals are not engaged in instructional leadership, resulting in poor academic results. At the end recommendations and proposals for future research are highlighted. / Human Resource Management / M.Tech. (Human Resource Development )

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2017-05-22T16:40:30Z No. of bitstreams: 1 Leonardo Souza Santana.pdf: 1684678 bytes, checksum: 0be5c8bc0a4e8a8d4d542ef79ce58693 (MD5) / Made available in DSpace on 2017-05-22T16:40:30Z (GMT). No. of bitstreams: 1 Leonardo Souza Santana.pdf: 1684678 bytes, checksum: 0be5c8bc0a4e8a8d4d542ef79ce58693 (MD5) Previous issue date: 2016-04-28 / This study described the characteristics of the formation and evolution of the shared vision of management teams of four third sector sports organizations. Shared vision is understood as the mental image shared by a group of individuals facing a desired future condition to be achieved. The theoretical framework of this study covered concepts related to shared vision and managerial conversation of management teams in the context of the management of small sports organizations in the Third Sector. The methodological approach was descriptive and based on qualitative research methods and the multicaso study (Yin, 2015; Eisenhardt, 1989b; Lima, 2010). The data were collected through in-depth interviews. This analysis included steps of intracause and intercaso analysis, according to the recommendations of Miles and Huberman (1994) and Lima (2010), in order to present the relationship between variables through schemas and representative tables to organize and provide greater clarity to the data of the search. For better analysis of the data, the Atlas-ti software was used in order to obtain a greater depth and level of detail of the study. The analyzes reveal that the formation and evolution of the common vision of the steering teams are fed by shared NEV (new elements of vision). These are generated in the subjectivity of the steering team members under the influence of FI (influence factors). The "strategic conversation", the "way of being", the "individual images", the "shared magens" and "the individual vision" are the most important FI to explain the phenomenon studied in all POETS cases. / Este estudo descreveu as características da formação e evolução da visão compartilhada de equipes de direção de quatro organizações esportivas do terceiro setor. A visão compartilhada é entendida como a imagem mental compartilhada por um conjuto de indivíduos diante de uma condição futura desejada a alcançar. A estrutura teórica do presente estudo percorreu conceitos relativos à visão compartilhada e conversa estatégica das equipes de direção no contexto da gestão de pequenas organizações esportivas do Terceiro Setor. A abordagem metodológica foi descritiva e baseada em métodos qualitativos de pesquisa e no estudo multicaso (Yin, 2015; Eisenhardt, 1989b; Lima 2010). A coleta dos dados foi realizada por meio de entrevistas em profundidade. Esta análise incluiu etapas de análise intracaso e intercaso, segundo as recomendações de Miles e Huberman (1994) e Lima (2010), de modo a apresentar a relação entre variáveis por meio de esquemas e quadros representativos para organizar e proporcionar maior clareza aos dados da pesquisa. Para melhor análise dos dados, foi utilizado o software Atlas-ti a fim de se obter uma maior profundidade e nível de detalhamento do estudo. As análises revelam que a formação e evolução da visão comum das equipas de direção são alimentados por NEV (novos elementos de visão) compartilhado. Estes são gerados na subjetividade dos membros da equipe de direção sob a influência de FI (fatores de influencia). A “conversa estratégica”, o “modo de ser”, as “imagens individuais”, as “magens compartilhadas” e “a visão individual” são os mais importantes FI para explicar o fenômeno estudado em todos os casos de POETS.

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