MANAGEMENT ACTIVITY OF THE DEPUTY DIRECTOR OF A MODERN EDUCATIONAL INSTITUTION

This article reconceptualises the management activity of the deputy director of a modern educational institution. Drawing on instructional leadership, distributed leadership, dual operating system theory and cognitive load research, it proposes an original framework, the Leadership Compass, together with three practical instruments: the Decision Sprint, the Pedagogical Radar and the Teacher Cognitive Load Budget. The study argues that the deputy director is the school's "central nervous system", the one role that converts strategy into daily teaching practice and daily teaching evidence back into strategy.