Communication for
Leadership in Educational Institutions in the Context of Complexity
Authors: Oscar Antonio Martínez Molina
Universidad Nacional de Educación, UNAE
Oscar Alexander Martínez Villegas
Instituto Internacional de Investigación y
Desarrollo Tecnológico Educativo, INDTEC
Richard Antonio Martínez Villegas
Instituto Tecnológico Sudamericano, TECSU
rimartinez@sudamericano.edu.ec
Maryuris Nakaris León Oliveros
Centro Educativo Rousseau, CER
Cuenca, Ecuador
Abstract
The objective of this research was to analyze phenomenologically the way
the manager-leader describes the essential features and the way he interacts
with his followers through communication, traits and actions of the leader
responsible for a human organization through his experience. It is framed in
the qualitative scientific paradigm, research is phenomenologically approached
to communication, a tool of responsible leadership experienced by the
managers-leaders of organizations in the context of complexity. This approach
was based on in-depth interviews with 26 informants of both sexes, from
different professions belonging to the public and private sectors. The results
are discussed and analyzed in the light of theories of leadership and
communication and interpreted taking as a framework, different perspectives
about these experiences. It was concluded that the personal characteristics of
an effective communicator, is related to his followers sharing communication,
keeps the staff together through communication; He knows how to listen to
people, he uses double communication via. The conditions of the organization
that facilitate responsible leadership were directed to the existence of transparent,
transparent communication, broad and open communication. The proposals for new
leaders were oriented to dialogue capacity and the use of ICTs.
Keywords: communication;
leadership; organization.
|
Date Received: 11-09-2017 |
Date Acceptance: 13-11-2017 |
Comunicación
para el Liderazgo en las Instituciones Educativas en el Contexto de la
Complejidad
Resumen
El objetivo de la
presente investigación fue analizar fenomenológicamente la forma de como el
gerente-líder describe los rasgos esenciales y la forma como interactúa con sus
seguidores mediante la comunicación, rasgos y actuaciones del líder responsable
de una organización humana a través de su vivencia. Se enmarca en el paradigma
científico cualitativo, la investigación se aproxima fenomenológicamente a la
comunicación, herramienta del liderazgo responsable vivenciado por los
gerentes-líderes de las organizaciones en el contexto de la complejidad. Esta
aproximación partió de entrevistas en profundidad realizadas a 26 informantes
de ambos sexos, de profesiones diferentes pertenecientes a los sectores público
y privado. Los resultados son discutidos y analizados a la luz de teorías de
liderazgo y comunicación e interpretados tomando como marco, diferentes
perspectivas acerca de dichas vivencias. Se concluyó en que las características
personales rasgos de comunicador efectivo, se relaciona con sus seguidores
compartiendo la comunicación, mantiene unido al personal a través de la
comunicación; sabe escuchar a la gente, utiliza la comunicación doble vía. Las
condiciones de la organización que facilitan el liderazgo responsable
estuvieron dirigidas a la existencia de una comunicación diáfana, transparente,
comunicación amplia y abierta. Las propuestas a líderes noveles se orientaron a
capacidad de diálogo y el uso de las TIC´s.
Palabras clave: comunicación; liderazgo; organización.
|
Fecha de Recepción: 11-09-2017 |
Fecha de Aceptación: 13-11-2017 |
1. Introduction
The reality of complexity within the corporate or
organizational world has transformed the management of companies, where the
human becomes one of the priority characteristics to consider. Social or human
organizations are distinguished because their members coexist following a
series of positive norms aimed at achieving the objectives and another series
of negative norms that seek to establish the basic rules of coexistence in
order to preserve the very existence of the organization.
Also, this confluence of positive and negative factors
originate a natural tendency to disorder human
organizations, and to ensure their permanence over time there must be a certain
degree of feeling of belonging to it, excluding those who are not members;
Thus, the pride of belonging to an organization is what makes it not diluted.
So, to ensure the good health of a human organization, it is required among
others the existence of a dialogical, effective, efficient and effective
communication, designed to impact both internally and externally.
Hence the interest of this research to study
communication within the performance leaders should have in these times of
constant changes, as different business models for the XXI century are
emerging, where, according to Martínez (2005): "they will survive the
organizations that effectively understand the company as an organization of
people and place people in the heart, center, core, of the same, as the most
important asset of the organization" (p.37);
that is, if you think and act like that, then you would be in the presence of
responsible leadership as they make the effort to promote a human organization
centered on people, where you know how to listen to people, take into account
the weight or importance of people in and for the company.
At the same time, Odiardi
(2004) points out that:
Within leadership,
leaders must have: Ability to communicate and generate commitment, leaders should
be able to communicate, transmit clear ideas that effectively lead to the
stated objectives, as the leader models, communicates and motivates, the
leaders should be a example
of others. Credibility is gained minute by minute (p.70).
Under this described panorama, a whole path of inquiry
is opened that leads to the knowledge and approach of this activity of
responsible leadership, from the perspective of the actors directly involved in
it: the manager-leaders.
The present study deals with an approach that
seeks to understand what communication is like in responsible leadership, in
the way it is lived and conceptualized by those actors, and is located within
the scope of human organizations in the context of complexity. Hence, through
research, the aim is to analyze phenomenologically how the manager-leader
characterizes or describes the essential features and how he interacts with his
followers through communication, traits and actions that a professional must
possess to exercise the role of responsible leader of a human organization
through his experience, based on the following questions:
What are the essential characteristics or traits that
a professional must possess in order to exercise the role of responsible leader
in a human organization in the context of complexity? And what are the
conditions that a responsible leader must generate in their communicative
interaction with their followers, so that their leadership is really effective?
Allow these questions, have access to attitudinal features that according to
the managers-leaders to interview, must have the professional that exercises
the role of responsible leader, as well as the approach to those conditions
that, from the perspective of the managers to interview, have to conceive these
in the communicative interaction with their followers so that their role is
effective.
2. Theoretical Assumptions
2.1. Organizations in the context
of complexity
In order to know the complexity one could start with
the approaches that Morín (2004) makes, about the
theory of the complexity when considering that it is a notion to explore ...
and it concerns all organization; "Complexity appears to us, first of all,
as irrationality, as uncertainty, as anguish, as disorder" (p.2), it is present when there are a large number of
interactions that are translated into actions, it includes the universal as
well as the singular and local, there is a double temporality in unison that is
opposed to a polytemporality where repetition,
progress and decadence are read; At the same time as complexity grows, order,
disorder, and order grow, this is the product of interactions that must not be
separated, but rather, they must be distinguished.
In the theory of complexity, says Arroyo (2013), cited
by Sosa (2017), who proposes that:
what is needed is a new
social knowledge that reflects the past and the present in a multiple
perspective, where the vertical is inserted in the horizontal, the particular
in the universal, the human in the natural, the local in the global, the
individual in the social and national at the international level, seeking both
the reciprocal interactions, the relationships between each and every one of
the parties (p.174).
That is to say, it ponders the concatenations and
interdependencies. As in human and complex organizations, because in them all
their parts interact to achieve the whole for the whole; they are also
intertwined with their peers through interorganizational relationships in which
a number of agreements, agreements, cooperations,
alliances are strategically formed where their objectives are aligned for
mutual benefit and both internal and external customers.
In this order of ideas, no manifestation of it is
isolated from the people who comprise it, it is an interaction that according
to Longa (2010): "are concurrent elements that can vary significantly when
there are internal or external events that alter them, to which the theory of
complexity resorts to the theory of chaos" (pp.206-208).
Why? Because this theory can be misleading for two reasons: (a) It is not
necessarily a theory, but can be understood as a large field of open research,
which covers different lines of thought and (b) Chaos is understood not as lack
of order, but as a certain type of order of unpredictable characteristics, but
describable in a concrete and precise way. That is to say: a kind of
unpredictable movement order. It is then evident that the theory of complexity
and the theory of chaos complement each other.
2.2. Responsible Leadership in
educational organizations
What kind of leadership will an educational
organization require?
Without a doubt, it should be a leadership capable of
guiding the transformation change, guiding it according to the fulfillment of
an ethical platform, of certain values of the institution, on the other hand,
a leadership that allows, for example: to make the step of that organization
governed by the functions that represent the verticality of positions, to take
into account the creativity of people, Pestana, Cammaroto, Neris and Canelón (2009): "leadership is a key factor in these
processes, and can be developed by people willing to improve their integral
quality of life and its impact on their work teams" (p.12).
The author continues to explain, which must be a
respectful leadership of differences, in the sense that each person has
multiple dimensions: from the corporal dimension to the spiritual dimension
that must be taken into account when respecting their performance within of the
company. Therefore, the necessary leadership must be respectful of diversity.
It has to be a leadership that discovers convergences in diversity, that is,
that discovers that everyone has a strength for the overall project of the
company.
In this order, organizations demand a new perspective
of leadership because the traditional perspective of leaders, that is, the traditional
vision of leadership is based on Senge (2005): "assumptions about the
impotence of people, their lack of personal vision and its ineptitude to
dominate the forces of change", deficiencies that only some "great
leaders can remedy" (p.419).
But the complexity of the current moment should lead
responsible leaders to know how to handle different styles of leadership
according to the reality of the company, where responsibility is the core of
their management. It is accepted as valid that the leader, in his basic
procedure, incline by a certain leadership, but this, necessarily, must be
accompanied by other ways of exercising leadership that take into account the
aforementioned variables with a solid platform of principles and values.
Responsible leadership is that which is exercised for
the benefit of others, and where the leader motivates and encourages people
based on their own example. Acevedo (2011):
Responsible leadership
is characterized by service, direction, support, understanding, friendship and
love, towards others, under ethical, moral and spiritual principles in which
the common good is pursued without affecting third parties, ie , that the end does not
justify the means (par.8).
2.3. Communication in Responsible
Leadership
The ability to communicate according to Baldoni (2003a):
it is the most
effective tool of the leader, because a leader can obtain great achievements
with words, however, the words by themselves are not more than an information;
In addition, if these are enhanced by the character of the leader, his
conviction and his personal example, words can acquire the power to
communicate, that is, to inform, to exhort, to encourage, to heal or to
inspire. It seems easy to make a message at first sight to another person,
listen to their feedback and continue understanding through communication,
however, it is one of the most complicated tasks of the leader (p.1).
Reason why, Zenger (sf): indicates in his interview
that "the great pending subject of the leaders, especially the Spanish
fundamentally is the establishment of objectives and everything that has to do
with the interpersonal axis: to build relationships, to work in equipment and
communicate properly" (p.1).
Returning to what has been raised, to achieve the
elaboration of messages, three stages of a leadership communication process
must be analyzed: (a) The message is developed or what is meant or done; (b)
The message is communicated verbally, mentally and metaphorically and (c) The
message is supported by keeping it fresh (dynamic, fluid) and meaningful
(common signs and symbols). Baldoni (2003b): evidence
then, how can "contribute to improve oral and written words in leadership
messages that inform, encourage and inspire others to improve themselves, their
team and their organization" (p.1).
One might ask: How does a leader communicate? The
Theory of Business Communication Baldoni (2003c): has
contributed to give answers in the sense they make points where they emphasize
that "leadership communications are composed of messages from the leader
that are based on the values and culture of an organization and have an
importance for employees or followers, customers, strategic partners,
shareholders and media" (p.2).
If you review how communications influence the
organization, you can generalize that it is top-down or top-down, however, to
complete this communication process, leaders must do something important and
acquire a commitment to listen, that is, establish a favorable climate for the
exchange of ideas, setting their expectations around doing it both individually
and with the work teams and structuring their communications to keep them
faithful to the organizational culture.
3. The Way of the Method
3.1. Phenomenological paradigm to
reach the reality sought
Once presented the characteristics of the problem, the
questions formulated and the referential theory, which link the present study
with the so-called qualitative scientific paradigm. It should be noted that
from the methodological point of view, the analysis was essentially
phenomenological, which sought immediate understanding of the vital world of
men and women through the global interpretation of the situations they
experienced, as the description of the essential structure of experience and
its objects-taking prominent images of consciousness to penetrate the layers of
experience-in order to apprehend the structure of the phenomenon as it is
shown, and investigate its bases and origins comparatively as experienced,
highlighting the possible ways as he is perceived by individuals (Husserl,
1859-1938), cited by (James, 1999, p.296).
The moments of the phenomenological method followed in
the present study, proposed by Leal (2003):
(a) Psychological Moment
(the representations present in the analysis material reflect the point of view
of the individuals that are investigated); (b) The logic of meaning (the
experience becomes an object insofar as it makes visible - shows - something
essential (universal); (c) Transcendental constitutive (looking for mutual
correspondences that can become clearer when describing them or if reflection
he has discovered them); (d) Metaphysical of the conscience (it is tried to
understand the fundamental conscience or conscience constitutive of the whole
and it is passed to the general Reflection), and (e) The critical historical
one (the social horizon is raised, going by comparison to the previously
established theory) (p.56).
3.2. Profile of the
managers-leaders interviewed
The total interviewed were 26 managers-leaders, of
both sexes, different professions and greater than five (5) years of experience
in their performance, as well as belonging to various areas: social, economic
and industrial linked to both the public and private sectors. It is necessary
to note that some of the informants (managers) are geographically distributed:
25 in Venezuela and one (1) in Argentina, residing in the cities of Caracas,
Maracaibo, Porlamar, San Cristóbal, Trujillo, Valera,
Valencia and Buenos Aires respectively. The experiences of the reporting units
were obtained through in-depth interviews focused on individual and group.
3.3. In-depth-focused interview
The
total number of informants was interviewed individually, reaching a nineteen
(19) number individually and seven (7) as a group, the same, required audio
recording, using a digital recorder, which automatically assigned codes to each
one of the recordings, which lasted approximately fifty (50) minutes to one (1)
hour, and was guided by the script designed for that purpose.
4. Analysis and Interpretation of
Reality
4.1. Results on Meaning of
Responsible Leadership
Responsible leaderships are characterized eidetically
by being directed to an element on which a knowledge or meaning is based on
primarily rational-cognitive elements, implied in the notion of responsible
leadership that has been constructed and managed by the managers-leaders that
is conceived as that related to characteristics of the responsible leader. This
meaning of responsible leadership - in which the social world is involved -
coexists a series of essence of eidetic meanings or elements that are related
to its doing in turn gave as a result a meaning that follows two trends:
That related to characteristics of the responsible
leader, and that has to do with; Share with the followers the communication,
Keep the staff together through communication, Work in an integrated manner and
communicating, are some of the verbal expressions, as evidenced in the
expressions of the informants:
Informant no. 1: ... a responsible leadership is a
sharing ... is to share with the followers and interact with them; ... we share
a double communication via, they give me feedback where they expose their
points of view of the organization, but they also like me think about the
company so that the goals are fulfilled ...
Informant no. 2: ... the responsible leadership for me
is knowing how to set up a work team, to keep it together, to talk to you, to
talk, to make regular and constant meetings, in a two-way communication, to
authorize you to give me feedback and not to be afraid of doing it because If
I'm failing in something, tell me ...
The leadership that is responsible with the internal
and external client and the expressions were located in: we must know how to
listen to people, two-way communication. As evidenced by the following:
Informant no. 3: ... I have always aimed that the responsible
leader has as a goal the integration with the rest of the team and through
double communication via it is possible to overcome or exceed those goals if
one hears your team and gives feedback ...
Informant no. 4: ... within the business reality it is
very important to communicate with both internal and external customers because
knowing how to listen is definitely what allows us to have a more complete
vision ... then listening ... is an extremely powerful tool especially in such
environments difficult as the one we are living ...
4.2. In relation to the
Characteristics that the Responsible Leader must possess
Based on the experience of the informants, it is
clearly recognized by them, that the responsible leader must have certain
characteristics or features of mind felt and perceived in terms of being
communicative, using double-way communication, knowing how to listen,
presenting Expressions like the following:
Informant no. 5: ... You must be a communicator, that
is, that you use double communication, that you know how to listen, that you
have a high ethical value and with well-established principles of honesty, that
promote the participation of people and their followers or their team, to guide
learning processes and adaptation to these changes product of the uncertainty
that organizations are currently experiencing and called Complexity, which has
high the principle of identity with the organization ...
Informant no. 6: ... this ... well the performance
based on values, communication, it is vital that the leader communicates and if
you do not have those personal characteristics as communication, because
communication is what gives you the opportunity to know , to know how to
listen, to know people well to give them a personalized treatment and that
allows you if your leader has that trait ...
4.3. Results about the conditions
of the leader's interaction with his followers
The conditions or scenarios that must be generated in
order for their leadership to be truly effective were aimed at conditions that
facilitate relations a responsible leader in their interaction with their
followers, among which they identify the existence of a double communication
via, active listening, opening and readiness to criticize. For example:
Informant no. 6: ... well the important, the first,
... the first thing that should be given as a condition, and I told you before
is an excellent communication via double, in a scenario so that you as a leader
communicate with your followers or your team, ... also a product of the above,
a level of trust and openness that do not see you as a boss, but as a person
who orients and democratically makes decisions and that level of identification
and loyalty to the company, helps ...
Informant no. 4: ... You have to be a two-way communicator
and a good listener if you want to be a responsible leader, because apart from
the training that one brings I entered this professional world. I say when we
were trying to enter modern management, in modern management where they taught
me what I should. I have to listen to all the staff and I have even tried to
practice it always ...
4.4. Results about the
organization's conditions
These conditions are related to the environment and
the structure is intended to approach those conditions that, from the
perspective of the interviewed managers, must generate in them the knowledge
they have about the organization they lead and the objectives pursued so that
their role be effective With respect to it, the experiences were directed to
the existence of favorable conditions such as clear, transparent communication,
broad and open communication in two ways, among others were its expressions,
for example:
Informant no. 7: ... The conditions ... (think of the
answer) ... On the stage you must deprive the diaphanous, transparent, two-way
communication as a fundamental element so that you as a leader can communicate,
but your followers, they can feed back the process and In addition, to feel
taken care of, that is very important, that they can ... communication has to
be in two ways, for a leader that is very important.
Informant no. 8: ... The communication, wide, open in
two ways, a double communication via, I tell them, they tell me, I pose, they
raise and the decisions of mutual agreement and if there are decisions in which
I think it should be Do as I say, explain why, listen to their proposals and
analyze them to see, because I can be ... also be peeling, because suddenly see
something that you bring, so it is said that every day you learn something new,
every day you learn something new.
4.5. Results on internal factors
(locus of control) that affect Responsible Leadership
The internal locus of control factors that influence
the Responsible Leadership definitely have a greater impact on the performance
of the manager-leaders and that according to them favor their work, those who
recognize and identify essentially in them, the internal factors that
positively influence or favor , they have made themselves felt in aspects such
as: Double-way communication, Dialogue capacity and the use of ICTs. Below,
some testimonials.
Informant no. 9: Another positive internal factor that
must be taken into account is the double communication via, the know how to
listen and in the search for the opportune moment to ... to generate an
information, because not always in all the places you can give information and
it is one of the fundamental flaws in the management of a manager. leader,
because sometimes does not evaluate the environment, you know that
communication is based on three major elements to consider: the sender, the
receiver and the communication channel, if those are not fully synchronized,
aligned, definitely the communication is not going to arrive as expected that
it has to arrive, summary there must be an excellent communication ...
Informant no. 10: ... First of all
communication is key, every leader bases the exercise of his leadership on the
communicational aspect, good communication will be the key to transmit the
message that the leader wants to instill in his followers to achieve the
organizational objectives and something very important that favors is the use
of TIC'S as a basic tool for synchronous and asynchronous communication
facilitates this exercise ...
5. Proposals linked to what to do
The managers-leaders interviewed, clearly identified
those elements that according to their own experience disturbed their work as
responsible leaders to make valid proposals or recommendations to natural
leaders, who begin in business management, recommendations directed to the
leader as a person (personal profile ).
Regarding the personal profile, they made statements
regarding: communicating, and developing communication skills, having a clear
mind, having common sense:
Informant no. 11: ... must know how to listen, must be
tolerant, communicator and observer born. Must be a researcher with skills for
the management of TIC'S, as well as stay updated, that is, prepare academically
...
Informant no. 10: ... the important thing is to know
in depth each of the members of each team .... be a good listener, which is a
characteristic -show it- that the responsible leader must have, try to hear and
understand and after all the opinions is to try to integrate one that is almost
always the best, because if you think you have the answer, what is is peeling ...
5.1. Comparison with the theories
on communication and leadership in which responsible leadership is framed
The results of this qualitative and phenomenological
research are interwoven in that manager-leaders have a meaning of responsible
leadership in which the social world is involved, which is related to the
characteristics proposed by the aforementioned authors, where it is evident
that This aspect coincides with the fact that it has to be a leadership where
the main characteristic is to be a good communicator, to discover convergences
in diversity, that is, to discover through their dialogue and active listening
that everyone has a strength for the global project of the company, in addition
a respectful leadership of the differences, in the sense that each person has
multiple dimensions: from the corporal dimension to the spiritual dimension
which must be taken into account when respecting their performance Inside the
company.
They are also coincident from the point of view of
Baldoni (2003d): in the sense that they make
statements where they emphasize that "leadership communications are
composed of messages from the leader that are based on the values and culture
of an organization and have an importance for employees or followers,
customers, strategic partners, shareholders and media" (p.2).
In turn, responsible leadership creates a bond of
trust between the leader and his followers, as expressed by Baldoni (2003e): who indiscriminately assumes that what the leader
pursues with communications is "to affirm the mission and vision of the
organization, launch transformation initiatives for the achievement of
organizational goals" (p.2).
6. Final reflection
The present qualitative study addressed the
present communication in the performance of the responsible leader as an object
of perception and experience for a group of twenty-six managers-leaders who
work in different sectors, both public and private in the country and one in
Argentina, based on of his verbal interventions in this regard. In the
aforementioned interventions exposed within a framework essentially qualitative
phenomenological and discussed in the light of approaches derived from research
on the subject in question, various theoretical sources, and through the
analysis of successive phenomenological reductions of the same nature.
All this led to the demonstration of the meaning or
notion of responsible leadership related to personal characteristics; as well
as being responsible with the internal and external client; there must also be
facilitating or prevailing conditions with the followers, such as conditions of
the environment and structure; also some internal factors that facilitate
responsible leadership and finally some recommendations or proposals for the
natural leader who starts, where the core of that analysis is the way
communication is a privileged part of responsible leadership, all of which
shows that it is a real and explicable experience.
His personal characteristics as a communicator, his
responsibility with the followers and the organization, as well as that
capacity for active listening, the handling of messages among others,
represents the challenge of working on the idea of having leaders at all
levels orienting or oriented after a clear and internalized Vision and the
creation of futures, that configure designs of appropriate organizations,
stimulate cooperation and team work, value knowledge and lifelong learning. It
is then, to create or consolidate an open, flexible and shared culture with
focus on results, performance, people and the development of new leaders to
communicate, for this the effective leaders notice the strategic nature of
communication in the processes of change, the development of networks of
conversations within their organizations and in their relationship with the
context, oriented to results, characteristics present in human organizations.
7.
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Oscar
Antonio Martínez Molina
e-mail: oscar.martinez@unae.edu.ec
Born is San Cristóbal, Táchira
state, Venezuela. Resident in Cuenca, Ecuador. Bachelor of Education Education and Professional Guidance Mention (Universidad de
Los Andes, Táchira Extension). Master of Science in Higher Education, Mention
Andragogy (UNELLEZ). Doctor in Education Mention Suma Cum Laude (Universidad de
Málaga, Spain), Postdoctor in Free Studies at
Universidad Fermín Toro. Diploma in Open and Distance Education (Universidad
Fermín Toro). Master's Degree Advanced
expert in E-learning at the
Fundación para la actualización tecnológica de Latinoamérica (FATLA). Advanced level in Educational Technology advanced level in the Fundación para la
actualización tecnológica de Latinoamérica (FATLA). Retired Professor of the Universidad Nacional
Abierta. Academic
Title Holder. Director of doctoral and master's theses. Responsible for COBAIND's research teaching-learning line. Representative
of the Spanish Academic Editorial Convention-COBAIND.
Coordinator of the line of research in Education at UNEFA Barinas. President / Founder of
the Consejo Barinés de Investigación y Desarrollo. Research Professor of
the Innovation and Research Stimulus Program in category "A-2".
Teaching research at the National University of Ecuador.
Oscar Alexander Martínez Villegas
e-mail: alexander@indteca.com
Born in Barinas, Barinas state, Venezuela. Resident in
Cuenca, Ecuador. Studies: Systems
Engineer; Technical Consultant in Criminalistics
(Universidad de Carabobo, FUNDACID-CLADIJ-UC); Expert in Virtual Education
(Fundación para la actualización tecnológica de Latinoamérica, FATLA); Expert in Educational Technology EDUCATE 3,000 (FATLA);
Expert in WEB Administration (FATLA);
Expert in Media and Digital Journalism (FATLA); Industrial Hygiene and
Safety Technician (EAO-Barinas);
Industrial Emergency Technician
(EAO-Barinas). Legal Representative
of the Instituto
Internacional de Investigación y Desarrollo Tecnológico Educativo INDTEC.
Richard
Antonio Martínez Villegas
e-mail: rimartinez@sudamericano.edu.ec
Born in Barinas, Barinas state, Venezuela. Resident in
Cuenca, Ecuador. Studies: Bachelor
in Education, Integral Mention
(Universidad Nacional Experimental de Los Llanos Occidentales Ezequiel Zamora,
UNELLEZ, Barinas, Barinas State); Expert in Interactive and Distance Education (Universidad Fermín Toro, UFT);
Teacher and Coordinator
(Universidad Pedagógica Experimental Libertador, UPEL, link Barinas,
Venezuela). Currently Professor
of Ecology, National Reality and Constitutional Law at the Instituto Tecnológico Sudamericano de Cuenca, Ecuador.
Maryuris Nakaris León Oliveros
e-mail: maryileon@indteca.com
Born in San Felix, Bolívar state,
Venezuela. Resident in Cuenca, Ecuador. Education: Bachelor in Education, Comprehensive Mention (Universidad
Nacional Experimental de Los Llanos Occidentales Ezequiel Zamora, UNELLEZ,
Barinas, Barinas State); Expert in Interactive and Distance Education (Universidad Fermín Toro, UFT).
Currently
a classroom teacher in the Unidad Educativa Rousseau;
Coordinator of the Risk Prevention Plan (PPR) and
head of the Earth Environment Program for Girls and Boys for Good Living (TINI) from the 2017-2018 school year, with 8 years of
experience in the Educational area.
The content of this manuscript is
disseminated under a Creative Commons License Attribution-NonCommercial-ShareAlike 4.0 International
-
Original Version in Spanish -
DOI: https://doi.org/10.29394/Scientific.issn.2542-2987.2018.3.9.10.190-213