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Multidisciplinary Journal Epistemology of the Sciences
Volume 2, Issue 3, 2025, July–September
DOI: https://doi.org/10.71112/cwq0rg11
HYBRID NARRATIVE LEADERSHIP: THE NEW ARCHITECTURE OF MANAGERIAL
JOURNALISM IN EMERGING MEDIA OF THE COLOMBIAN CARIBBEAN
LIDERAZGO NARRATIVO HÍBRIDO: LA NUEVA ARQUITECTURA DEL
PERIODISMO GERENCIAL EN MEDIOS EMERGENTES DEL CARIBE
COLOMBIANO
Javier Alfonso Mendoza Betin
Colombia
DOI: https://doi.org/10.71112/cwq0rg11
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Hybrid narrative leadership: the new architecture of managerial journalism in
emerging media of the Colombian Caribbean
Liderazgo narrativo híbrido: la nueva arquitectura del periodismo gerencial en
medios emergentes del Caribe Colombiano
Javier Alfonso Mendoza Betin
j.mendozabetin@gmail.com
https://orcid.org/0000-0002-8355-8581
UNINI México
Colombia
ABSTRACT
This study analyzes the convergence between journalism and management in both traditional
and emerging media in Cartagena de Indias, introducing the concept of hybrid narrative
leadership as a novel analytical category. Through a mixed-methods approach (quantitative and
qualitative), it demonstrates how journalists who take on managerial roles develop hybrid
competencies—narrative, ethical, communicative, and managerial—that positively influence
innovation, organizational culture, and media sustainability. The results, derived from structural
equation modeling and four in-depth ethnographies, validate the hypothesis that these
leadership roles are not accidental but rather legitimate expressions of a new model of adaptive,
situated, and ethical management. The study proposes a research agenda to strengthen media
ecosystems from interdisciplinary perspectives, emphasizing the importance of public policy,
university training, and communicative leadership in fragile yet transformative contexts such as
the Colombian Caribbean.
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Keywords: hybrid narrative leadership; hybrid competencies; traditional and emerging media;
managerial journalism; organizational sustainability.
RESUMEN
Este estudio analiza la convergencia entre periodismo y gestión gerencial en medios
tradicionales y emergentes de Cartagena de Indias, proponiendo el concepto de liderazgo
narrativo híbrido como una categoría analítica novedosa. Mediante un enfoque mixto
(cuantitativo y cualitativo), se demuestra cómo periodistas que asumen funciones directivas
desarrollan competencias híbridas —narrativas, éticas, comunicativas y de gestión— que
inciden positivamente en la innovación, la cultura organizacional y la sostenibilidad de sus
medios. Los resultados, obtenidos mediante modelos de ecuaciones estructurales y cuatro
etnografías en profundidad, validan la hipótesis de que estos liderazgos no son accidentales,
sino expresiones legítimas de un nuevo modelo de dirección adaptativo, situado y ético. El
estudio propone una agenda investigativa para fortalecer los ecosistemas mediáticos desde
perspectivas interdisciplinarias, destacando la importancia de políticas públicas, formación
universitaria y liderazgo comunicativo en contextos frágiles pero transformadores como el
Caribe colombiano.
Palabras clave: liderazgo narrativo híbrido; competencias híbridas; medios tradicionales y
emergentes; periodismo gerencial; sostenibilidad organizacional.
Recibido: 9 de julio 2025 | Aceptado: 23 de julio 2025
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INTRODUCTION
Over the past decades, the media ecosystem has undergone radical transformations
that have blurred the traditional boundaries between the roles of storyteller, manager, and
leader. In particular, the rise of emerging media—digital, community-based, and independent—
has revealed an increasingly common trend: journalists taking on managerial roles without
formal training in management, but with a set of competencies acquired through the practice of
narrative work. This reality, though growing, has been scarcely analyzed from a scientific
perspective that links the organizational with the communicational, the narrative with the
strategic.
In this context, the convergence between journalism and management ceases to be an
operational coincidence and becomes a hybrid leadership architecture that redefines the
journalist’s role as a complex organizational actor. This is a professional who not only informs
but also manages, mobilizes, and makes decisions in environments marked by institutional
responsible improvisation, narrative innovation, and pressure for sustainability. This figure—the
journalist-manager—operates especially in regions such as the Colombian Caribbean, where
structural inequalities and cultural vitality shape particular scenarios for the exercise of situated,
ethical, and adaptive leadership.
However, despite the abundance of empirical experiences, academic literature on this
convergence remains fragmented. Studies on journalistic innovation, digital entrepreneurship, or
organizational communication predominate, yet few systematically analyze the professional
transition processes of journalists into leadership roles, their hybrid competencies, and their
impact on the organizational culture of media outlets. This gap is even more pronounced in
regional contexts of Latin America, where management is often exercised through intuition,
community-oriented vocation, responsible improvisation, and the narrative of the real.
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This article addresses that gap through a mixed-methods study that combines
quantitative and qualitative approaches to explore how hybrid competencies acquired through
journalistic practice influence leadership style and organizational sustainability in emerging
media in Cartagena de Indias. Through data analysis using structural equation modeling and
four in-depth ethnographies, it proposes a theoretical and empirical framework to understand
narrative leadership as a legitimate and effective form of management in both non-conventional
and traditional media.
Thus, this work aims not only to provide empirical evidence on an underexplored
phenomenon but also to introduce a new analytical category: hybrid narrative leadership,
understood as a model of management that integrates ethics, crisis management,
communication, and decision-making in contexts where institutional structures are fragile, but
journalism’s transformative vocation is irreplaceable.
Theoretical framework
The convergence between journalism and management caught the researcher's
attention after recently completing a digital journalism course and writing his fourth short novel.
Communication, innovation, technology, and processes are not only common factors between
both constructs, but they also reveal the complementarity that exists between these two fields of
knowledge, especially in the practice of both professions.
This theoretical framework is based on both theoretical and empirical scientific literature,
highlighting the work of representative authors at the international level, in Colombia, and in the
Caribbean region of the country.
This study conducts an approximate literature review related to the relevant paradigms,
beginning with an analysis of the relationship between the constructs at the international level
over the past 30 years. It also examines national and regional approaches during the same
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period, as well as the contributions, currents, and taxonomy developed by the researcher based
on the works of the authors consulted.
Finally, it identifies the existing knowledge gap and presents the hypotheses resulting
from the analysis.
Journalism and Management: Toward a hybrid architecture of narrative
leadership
Over the past three decades, the field of journalism has undergone a structural
transformation driven by digitalization, the decline of traditional business models, and the
emergence of new forms of organizational leadership. In this context, the intersection between
journalism and management has shifted from being a blurred boundary to becoming a fertile
ground for the study of leadership, organizational culture, and innovation in media.
Media management and organizational leadership
The pioneering contributions of Picard (2002) laid the foundation for understanding
media economics as a field in its own right, linking financial logic with editorial decision-making.
This was further developed by the approaches of Küng (2008), who explores strategic
management in newsrooms from an adaptive perspective, and Albarran (personal
communication, April 25, 2025), who delves into the operational leadership of electronic media
in highly competitive environments.
From a structural perspective, Cottle (2003) and Örnebring (2013) analyze the behavior
of internal hierarchies within media organizations, affecting professional autonomy and the
exercise of leadership—key aspects for understanding the limitations and possibilities faced by
journalists who take on managerial roles.
Professional culture, change, and leadership in newsrooms
In this field, Deuze (2007) and Witschge (2011) have focused on the professional culture
of journalism as an ecosystem in constant tension between traditional values and emerging
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dynamics. Along these lines, Singer (2011) introduces the concept of distributed leadership,
analyzing how digital media foster horizontal structures based on citizen participation.
For their part, Schlesinger (1991) and Gans (1979)—although the latter predates the
period under analysis, his work remains fundamental—provide theoretical tools to understand
editorial decision-making within the framework of institutional powers and cultural constraints.
Contributions of classical and contemporary management
The field of management has contributed key concepts for analyzing organizational
behavior in the media. Mintzberg (1973) criticizes the mechanistic view of the managerial role,
offering a dynamic perspective on day-to-day managerial action. Drucker (1964), in turn, is an
essential reference for the goal- and results-oriented approach applicable to editorial
management.
In the context of change, Kotter (1996) provides tools for leading digital transformations,
while Goleman (1995) introduces emotional intelligence as a core competency in journalistic
teams. Added to this is Denning (2005), who connects leadership and strategic storytelling—a
key convergence for journalists who also manage.
It is also crucial to include contributions from authors who have addressed leadership,
organizational communication, and strategic management in complex and highly mediatized
contexts. Brownell (2012) highlights the importance of communicative competence as a
foundation for effective leadership, especially in professions based on constant interaction with
diverse audiences, such as journalism.
Along the same lines, Kouzes and Posner (2002) propose the model of exemplary
leadership, based on five key practices: modeling the way, inspiring a shared vision, challenging
the process, enabling others to act, and encouraging the heart—all of which can be observed in
narrative leadership experiences within media organizations.
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For his part, Coombs (2007) introduces conceptual tools to understand the construction
of leadership during media crises, emphasizing reputation management and institutional
narrative during high-pressure moments.
Denning (2005) contributes to the field by linking narrative to transformational
leadership, while Mintzberg (1994) warns against the risks of excessive planning in contexts of
high uncertainty and advocates for leadership grounded in action, continuous learning, and
situational adaptation.
These approaches help frame narrative leadership in media as a communicative,
strategic, and adaptive practice, which becomes especially relevant when journalists take on
leadership roles in nontraditional or precarious environments.
Latin American and contextual perspectives
In Latin America, Scolari (2013) has documented experiences of innovation,
entrepreneurship, and transmedia storytelling through the lens of leadership and sustainability.
Herranz de la Casa (personal communication, April 23, 2025) offers one of the few
systematizations on media company management in Spanish, while Londoño (personal
communication, April 10, 2025) has raised critiques of extractive and neoliberal models in the
media field.
This Latin American corpus becomes particularly relevant in light of the gap identified by
the state of the art itself: the limited attention given to alternative, community-based, or regional
media, where journalists simultaneously act as storytellers, editors, and managers.
Entrepreneurship, innovation, and distributed leadership
The works of Jarvis (2009) and Shirky (2008) have expanded the notion of leadership in
media by incorporating practices of open innovation, collaborative networks, and digital
entrepreneurship. Rosen’s approach to public journalism, as well as Griffen-Foley’s studies in
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historical contexts, reaffirm the importance of understanding leadership as a narrative, ethical,
and strategic construct.
The convergence between journalism and management is not a functional accident, but
rather a hybrid architecture that demands new categories for thinking about leadership. From
traditional settings to independent initiatives, the journalist-manager represents a new kind of
actor—one who narrates and decides, who communicates and leads, embodying a symbiotic
boundary between storytelling and strategy.
Journalism and management in Colombia: Between narrative ethics,
organizational leadership, and media sustainability
In the Colombian context, the convergence between journalism and management has
traditionally been underestimated or addressed in separate compartments. However, studying
journalists who take on leadership, entrepreneurial, or managerial roles in independent,
community-based, or regional media requires a holistic perspective that connects the narrative
with the organizational.
Journalism, ethics, and professional culture
Javier Darío Restrepo represents the ethical cornerstone of Colombia’s journalistic
tradition. Through his work at the Gabo Foundation, his writings have guided generations in
navigating the moral dilemmas of the profession in a context marked by conflict and corruption
(Ruiz, 2015). This ethical dimension is echoed by Rincón (personal communication, April 13,
2025), who intertwines cultural criticism, media analysis, and narratives of power, emphasizing
the role of journalism as a political, symbolic, and economic actor.
Morris (2008), through his work in Contravía and his analyses of public media, and Ruiz
(2015), with research at the Ideas for Peace Foundation and the National Center for Historical
Memory (CNMH by its Spanish acronym), offer a perspective on journalism as a form of
narrative resistance in regions affected by war. The notion of the journalist as a social actor and
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builder of memory has been reinforced by Pérez (2012), a pioneer in data journalism and
collaborative networks in Latin America.
Leadership, sustainability, and management models
From the fields of management and organizational communication, authors such as
Sandra Massoni, Carlos Eduardo Valderrama, Tulio Ángel Arbeláez, and Luis Enrique González
have reflected on media sustainability and survival strategies in the face of media ownership
concentration and the precarization of journalistic work (Morelo, 2019).
The Bogotá Circle of Journalists (CPB by its Spanish acronym) and the National
Consulting Center (CNC by its Spanish acronym) have promoted research on media
consumption and audience habits, providing valuable insights for decision-making in both
traditional and digital media. Miranda (2021), director of Portafolio, has contributed to the debate
on business models and sustainability in the economic press from a practical standpoint.
Meanwhile, Galán (2014), Palacios (2015), and Palacio (2019) have combined editorial
roles with executive functions, and their careers provide concrete examples of how leadership,
editorial decision-making, and team management are integrated in practice.
Journalistic entrepreneurship and digital transformation
A growing number of authors have documented experiences of innovation and
journalistic entrepreneurship in Colombia. Baena (2020) and Samper-Ospina (2020), through
formats such as La Pulla and #HolaSoyDanny, respectively, illustrate hybrid models that
combine audiovisual storytelling, social media, and horizontal organizational structures.
The Colombian Network of University Journalism, along with collectives such as
Mutante, El Armadillo, and Vorágine, have been the subject of studies led by scholars such as
Ochoa (2015) and Rey (personal communication, April 14, 2025), who have explored themes
including innovation, technological appropriation, and narrative transformation in digital
environments.
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Also noteworthy are the contributions of Herrán (personal communication, April 11,
2025), who has focused on institutional communication in public and private companies, and
Álvarez (personal communication, April 23, 2025) from the Pontificia Bolivariana University,
whose research addresses leadership in religious and community media.
Territorial dimension and alternative media
Molano (2006) and Navia (2010), through chronicles and territorial narrative journalism,
have contributed a perspective deeply tied to contextualized leadership, where editorial
decisions are closely connected to the social and political conditions of the regions.
From academia, Abello-Banfi (2009), director of the Gabo Foundation, has promoted the
study of journalism as a practice with structural implications for local democracies, while
Laverde (personal communication, April 12, 2025) has proposed pedagogical models to
strengthen editorial management within communication faculties.
Colombian literature reveals a growing integration of narrative, ethics, sustainability, and
organizational leadership. In contexts like Colombia—shaped by armed conflict, territorial
inequality, and uneven digitalization—the journalist-manager emerges as a key figure: someone
who not only informs, but also leads, organizes, mobilizes, and ensures the survival of their
narrative platforms.
Journalism and management in the colombian Caribbean: Narrative leadership,
territorial memory, and communication entrepreneurship
The Caribbean region has historically been a fertile ground for the development of hybrid
forms of journalism and organizational leadership. In this context, an intellectual and practical
tradition has emerged that integrates the narration of reality, the management of regional media,
and cultural administration as fundamental tools for social transformation. This convergence is
embodied in journalists who are also editors, managers, storytellers, entrepreneurs, and
community leaders.
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Narrating from the border: Journalism with territorial identity
Gossaín and Salcedo-Ramos (2012) have elevated narrative journalism from the
Caribbean Coast, reclaiming the chronicle as a form of symbolic leadership that gives visibility
to stories silenced by central powers. In their works, journalism is not only a way of storytelling
but also an act of deep interpretation of culture, inequality, and power.
Meanwhile, Resplandor (personal communication, April 18, 2025) has conducted
research at the University of Sucre on how community media build memory and citizenship in
rural contexts, where journalists are often organizational leaders, spokespersons, and
managers of the very media outlets they establish or run.
Management and leadership through narrative
In the Colombian Caribbean, management does not always follow traditional models.
Suescún (personal communication, April 19, 2025), through his work at the University of
Magdalena, has analyzed journalistic ventures in Santa Marta operating under models of
distributed leadership, where decision-making is deeply connected to active listening to the
territory.
Similarly, Coneo (personal communication, April 22, 2025), a professor and researcher
at the University of Cartagena, has documented the relationship between institutional
communication, public ethics, and the management of common goods in Caribbean contexts,
showing how the journalist can act as an informal public manager
Entrepreneurship and sustainability of alternative media
Acosta (2019), from the Universidad del Norte, has examined the emergence of
independent digital media in Barranquilla, analyzing their economic sustainability, horizontal
leadership structures, and adaptability in times of crisis.
Along the same lines, the work of Velásquez, (personal communication, April 15, 2025),
journalist and editor, highlights the challenges and lessons learned from communication
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initiatives led by women in the Caribbean, combining narratives of resistance with self-
sustaining administrative structures.
Cultural management and organizational communication
From the field of management, Valencia (personal communication, April 13, 2025), a
cultural manager and communicator in Montería, Colombia, has led research on how local
cultural organizations integrate participatory communication models into their sustainability and
leadership strategies.
In turn, the approach of Castro (personal communication, April 23, 2025), dean of
Communication at several universities in the region, has been key in connecting organizational
management training with emerging journalistic practices, particularly in educational and
community media.
In the Colombian Caribbean, the figure of the journalist-manager is not an exception but
a structural necessity. The reviewed regional literature shows that leadership, entrepreneurship,
and management practices emerge from the tensions inherent to the territory: informality,
inequality, creativity, and identity. From community radio stations to independent digital
platforms, narrative leadership becomes a legitimate form of managing the common good.
Based on Schuster’s (2006) argumentation method—which proposes identifying
knowledge gaps through reasoning that contrasts what is known with what remains to be
studied, structured around three components: the established, the insufficiency, and the
research need—and given that no prior evidence of studies has been identified in the
Colombian Caribbean region, particularly in Cartagena, exploring the intersection between
journalism and management, the knowledge gap is formulated as follows:
Knowledge gap
Although various studies have documented the convergence between journalism and
management at the international, national, and regional levels (including the Colombian
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Caribbean), and although other researchers have conducted analyses—albeit without scientific
publications—particularly from the perspectives of leadership, sustainability, and narrative
innovation, there are no systematic investigations that characterize and measure the
professional transition processes of journalists into managerial roles, nor the organizational,
ethical, and cultural effects of this migration in emerging, community-based, or digital media.
In other words, it is known that many journalists take on managerial leadership roles in
the absence of formal structures or management training, and that this duality between
storytelling and management has been key to the sustainability of independent media outlets
(as suggested by Salcedo-Ramos, Acosta, and Velásquez). However, there is a lack of
empirical studies analyzing how these hybrid competencies are developed, how they impact the
organizational culture of media outlets, and what leadership models emerge in these contexts
from a situated and methodologically robust perspective.
This knowledge gap translates into an urgent research need: to develop theoretical and
methodological frameworks that enable the understanding, comparison, and strengthening of
journalists' narrative and managerial leadership trajectories, especially in regional settings of the
Colombian Caribbean, where structural challenges, innovation, and community-driven missions
converge.
The previous state-of-the-art review, along with the knowledge gap—which, through the
argumentation method described, becomes the author's epistemological stance—thus calls for
the testing of the following resulting hypotheses.
Research hypotheses
General hypothesis:
H1: The professional transition of journalists into managerial roles in emerging media is
significantly influenced by a set of hybrid competencies acquired through journalistic practice,
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which positively and directly impact the leadership style exercised and the organizational culture
of the media outlet.
Specific hypotheses:
H1.1: Experience in journalistic storytelling has a positive effect on the development of
strategic leadership competencies in journalist-managers.
H1.2: Hybrid competencies (narrative, communicative, ethical, crisis-related, and
informal management skills) significantly moderate the relationship between journalistic
experience and organizational decision-making.
H1.3: Narrative leadership exercised by journalist-managers has a positive impact on
organizational innovation in emerging media.
H1.4: Narrative leadership significantly influences the strengthening of collaborative
organizational culture in community and digital media.
H1.5: The lack of formal managerial training negatively moderates the relationship
between hybrid competencies and organizational effectiveness.
H1.6: The community-driven mission of media outlets acts as a mediating variable
between the leadership style of journalist-managers and the sustainability of the media outlet.
These hypotheses aim to guide the empirical analysis of a phenomenon that remains
underexplored yet is increasingly present in the regional media ecosystem: the emergence of
narrative leadership with managerial functions, particularly in contexts where structural
precariousness is confronted with creativity, social commitment, and professional adaptability.
METHODOLOGY
Approach and type of study
The study adopts a non-experimental approach and follows a sequential mixed-methods
design (Quan → Qual), with an exploratory and explanatory–descriptive character. It spans a
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duration of six months (from January to June 2025) and features a cross-sectional
methodological structure scheduled for implementation in the second quarter of 2025.
From a quantitative perspective, the study examines the relationship between the hybrid
competencies developed by journalists who have taken on managerial roles in emerging media
outlets in Cartagena de Indias and their effect on key aspects of organizational management. In
this framework, the independent variable is the set of hybrid competencies, while the observable
dependent variables include: the type of leadership exercised, the level of organizational
innovation, crisis management, and the characteristics of organizational culture within those
media outlets. The qualitative component will then delve deeper into the meanings attributed to
these findings by the actors themselves, aiming to generate a holistic understanding of the
phenomenon.
Population and sample
• Target Population: Journalists currently serving in managerial roles within their own
media outlets or in business entities (digital magazines, radio programs, news portals,
and editorial leadership positions).
• Quantitative Sample: 125 professionals selected through purposive non-probability
sampling, based on three criteria: a) a minimum of three years of professional
experience, b) formal leadership within their organization, and c) willingness to
participate.
• Qualitative Sample: Four (4) deliberately selected cases (based on type of media outlet,
years of operation, and geographic reach) for the development of focused
ethnographies.
Data collection techniques and instruments
Quantitative component
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An ad hoc structured questionnaire with 38 Likert-type items (1–5) was designed to
assess five dimensions: leadership, decision-making, crisis management, active listening, and
strategic storytelling, based on the works of Brownell (2012), Coombs (2007), Denning (2005),
Kouzes & Posner (2002), and Mintzberg (1994). The development followed three successive
phases:
1. Initial design
o Literature review and adaptation of existing scales.
o Drafting of items aligned with the research objective and hypotheses.
2. Content validity
o Evaluation by three experts (two with master's degrees in Communication and
one specialist in Media Management), following the guidelines of Hernández-
Nieto (2011, p. 135) and Lynn (1986).
o Feedback on content; five items per dimension were adjusted.
3. Piloting and adjustment
o Administered to 15 journalist-managers, in accordance with Hair et al. (2010).
o Feedback on clarity, length, and format; three items were adjusted, and technical
language was simplified.
4. Final administration
o Online distribution (May – June 2025) to the 110 participants.
o Effective response rate: 96% (106 valid questionnaires).
Internal consistency was verified using global Cronbach's alpha = 0.91 (with dimensions
ranging between 0.83 and 0.88), indicating high reliability.
At the final stage, the measurement instrument was administered to a sample of 110
journalists currently serving as directors of their own media outlets and managers of the
channels that make up the unit of analysis. Based on Lloret-Segura et al. (2014), MacCallum et
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al. (1999), and Preacher & MacCallum (2003), the application of structural equation modeling
(SEM) is deemed appropriate.
Qualitative component
Four focused ethnographies were developed, grounded in:
• In-depth semi-structured interviews (60–90 minutes), recorded and transcribed verbatim.
• Participant observation in newsrooms, press rooms, and editorial meetings over two
working days per case.
• Documentary material: editorial plans, audience metrics, internal emails, and style
guides.
RESULT
The findings of this research, in their positive dimension, are supported by a rigorous
analysis of the data collected and processed according to the previously described method.
Through the use of structural equation modeling, it was possible to test the formulated
hypotheses, revealing relevant patterns, connections, and effects among the analyzed
variables. This section presents the results in detail, including the development of predictive
models, the evaluation of goodness-of-fit indices, and the estimation of key parameters, which
allows for a comprehensive and accurate understanding of the studied factors and their
significance within the addressed context.
The contrast analysis conducted to assess the effect of the dependent variables —the
type of leadership exercised, the level of organizational innovation, the capacity to manage
crises, and the particularities of organizational culture in the media analyzed— on the
independent variable (hybrid competencies) was carried out using the SPSS and PLS platforms,
both suitable technological tools for exploratory studies. According to Cohen (1998), the ƒ²
index for the five variables showed a significant relationship with the coefficient of determination
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R², which reached a value of 80.81%. This result reflects a high degree of dependence and
relevance among the evaluated variables.
Table 1
The Effects of Dependent Variables on the Independent Variable
Variables
Effects ƒ2
Type of Leadership Exercised
0.326
Degree of Organizational Innovation
0.322
Crisis Management
0.318
Organizational Culture Characteristics
0.298
Hybrid Competencies
0.312
Note: Based on proprietary measurements analyzed using SPSS and PLS (2025)
During the analysis of the structural equation model (SEM) using the PLS technique, Q²
values are required to be greater than zero in order to validate the presence of an endogenous
latent variable. As shown in Figure 1, the Q² value obtained was 0.487, exceeding the expected
minimum threshold. This result supports and confirms the predictive power of the developed
model.
Figure 1
Predictive model
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Note: Prepared based on calculations in SPSS and PLS (2025)
The goodness-of-fit index (GOF) was used to assess the model’s ability to adequately
represent the empirical data. This indicator, which ranges from 0 to 1, is interpreted based on
standard benchmarks: 0.10 indicates low fit, 0.25 medium, and 0.36 high. The analysis results
showed that the model is parsimonious and consistent with the observed data. The GOF value
was obtained by calculating the geometric mean between the average communality —or
Average Variance Extracted (AVE)— and the average of the R² coefficients, which reinforces
the overall validity of the model.
Table 2
Computation of the Goodness-of-Fit (GOF) Index
Constructs
R2
Type of Leadership Exercised
Degree of Organizational Innovation
Crisis Management
Organizational Culture Charac.
0.7401
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Average Values
0.7401
AVE * R2
GOF = √AVE * R2
Note: Based on proprietary measurements analyzed using SPSS and PLS (2025)
The Standardized Root Mean Square Residual (SRMR) index —calculated from the
difference between the observed correlations and the hypothesized covariance matrices— was
0.047. Under this condition, it is considered acceptable (SRMR ≤ 0.09); therefore, the model
shows a good fit. Additionally, the Chi-square value was 1913.087, and the Normed Fit Index
(NFI) was 0.789, indicating that the measurement model is also considered adequate.
Table 3
Model estimators
Model estimators
SRMR
d_ULS
d_G1
d_G2
Chi-Square
NFI
0.047
1.625
0.917
0.769
1.913.087
0.789
Note: Based on proprietary measurements analyzed using SPSS and PLS (2025)
Finally, Table 4 shows the correlation coefficients of the latent variables, which allows us
to infer a strong correlation between the exogenous latent variables and the endogenous
observable ones.
Table 4
Correlation of latent and observable variables
Variables
LID
ORI
CRM
ORC
HIC
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Note: Based on proprietary measurements analyzed using SPSS and PLS (2025)
The analysis of the measurement model validated its relevance as a confirmatory model,
demonstrating that all the formulated hypotheses were statistically significant and,
consequently, were accepted. The findings of this research confirm that the evaluated factors
positively influenced the construction of the concept of Hybrid Competencies, providing strength
to its theoretical foundation. However, the generalizability of these results will depend on
whether future research adopts comparable methodological approaches.
After presenting the results of the quantitative approach, the analysis of the qualitative
findings follows. To this end, semi-structured interviews were conducted with four key figures
from the communication and academic fields in the city of Cartagena: Fara Alíes Fuentes,
Brand Manager of Bolívar at the Government of Bolívar; Jackeline Pájaro López,
Communications and Reputation Manager at the TRASO Collective; Laura Anaya Garrido,
Editor-in-Chief of El Universal newspaper; and Javier Ramos Zambrano, Director of the Social
Communication Program at the Technological University of Bolívar (UTB). These expert voices
offered valuable perspectives on the development of hybrid competencies in diverse
professional contexts, which gave rise to the following ethnographies:
Ethnography 1
Laura Anaya Garrido — “Editing is about managing curiosity”
Leadership Exercised
1.000
Organizational Innovation
0.254
1.000
Crisis Management
0.269
0.261
1.000
Organizational Culture
0.264
0.257
0.275
1.000
Hybrid Competencies
0.265
0.294
0.278
0.276
1.000
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Media: El Universal (Cartagena)
Role: Editor-in-Chief
Interview date: June 6, 2025 (11 a.m.–12 m.)
Web sources consulted: Professional Profile and Journalistic Production in El Universal
eluniversal.com.co
Expanded context
The newsroom of El Universal pulses with breaking news notifications as a monitor
displays real-time audience spikes. Laura —a social communicator from the University of
Cartagena and a specialist in Marketing Management— stands at the intersection of journalistic
urgency and the newspaper’s strategic goals. Her track record of articles on security, politics,
and culture reflects the broad range of sources she describes as “challenging and interesting.”
eluniversal.com.co
Interview and observation
During the conversation, Laura draws three concentric circles representing her
leadership:
Table 5
Leadership style
Circle
Key question
Observed practice
Audience
What does this bring to the reader?
Checks Analytics before approving headlines.
Team
How does the reporter bringing this
story feel?
Adjusts workloads when signs of exhaustion
are detected.
Reputation
What legacy does the outlet leave
behind?
Demands triple verification for sensitive
topics.
At the day’s editorial meeting, she opens the discussion with the story of a source
displaced by violence: “We need headlines that think of her before the click.” That ethical anchor
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guides the decisions that follow reallocating resources to develop a contextual feature and
scheduling an educational piece on TikTok.
Reviewed documents
2024 Style Guide: includes an annex on “narrative leadership” authored by Laura.
Quarterly Metrics Report: lists “emotional engagement” as an internal KPI.
Mentoring Logbook: records 14 mentoring sessions with junior reporters.
Analysis
Laura exercises a convergence-based leadership: she integrates metrics, ethics, and
storytelling. She leads with the premise that an editor “manages curiosities,” and in doing so,
becomes a manager of reputational and emotional risks. The coherence between her public
profile and the ethnographic practices reinforces the idea that narrative competencies enhance
media management.
Ethnography 2
Fara Alíes Fuentes — “Caring for the territory is managing the word”
Media: Marca Bolívar (Cartagena)
Role: Manager and Lead Voice
Interview date: June 3, 2025 (2 p.m.–3 p.m.)
Web sources consulted: LinkedIn Profile (Bolívar Brand Manager) linkedin.com; Public bio on X
(formerly Twitter) x.com
Expanded context
Fara Alíes Fuentes is a social communicator with a strong background in strategic
communication and brand management in both the public and private sectors. She currently
serves as Brand Manager for Bolívar at the Government of Bolívar, leading initiatives that foster
the department’s economic and cultural development.
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Recognized for her reputation management at the Government of Bolívar, Fara brings
institutional experience into the community sphere—turning every program into a platform for
rights and local development.
Interview and observation
Her narrative revolves around the care–leadership–resistance triad:
• Care: “Here, leading means asking if they’ve eaten before going out to report.”
• Horizontal Leadership: She labels her meetings as “talking circles” —everyone speaks
first, she goes last.
• Narrative Resistance: She prioritizes rural stories overlooked by the national press.
In the field, she was seen exchanging her phone with that of a reporter: “So you can feel
how the audience reacts while you’re recording.” This tangible empathy is the foundation of her
authority.
Reviewed documents
• Monthly agenda co-created with rural collectives.
• Style guide blending UNESCO guidelines for community radio with a glossary of
savanna dweller expressions.
• Photographic record of “radio mingas” in rural districts.
Analysis
Fara exemplifies an organic, territory-rooted leadership: her management is expressed
through acts of care that legitimize the local agenda. Her experience with the city-brand initiative
(Marca Bolívar) has strengthened her branding skills, which she now uses to elevate rural
narratives.
Ethnography 3
Jackeline Pájaro López — “Designing emotions, sustaining stories”
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Media: Dircom y #HablanLosDircom, a newsletter on LinkedIn (Cartagena)
Role: Founder and Content Director
Interview date: June 4, 2025 (4 p.m.–5:15 p.m.)
Web sources consulted: Professional Profile at Global Compact Colombia pactoglobal-
colombia.org; Activity on X (Dircom, CRO) x.com
Expanded context
Jackeline Pájaro López is a distinguished social communicator and journalist with over
18 years of experience in organizational communication. She currently serves as
Communications and Reputation Manager at Colectivo TRASO, formerly known as Fundación
Mamonal, in Cartagena, Colombia.
Her office occupies a loft filled with murals and soft lighting. Video scripts blend with
mood boards. Jackeline —holding a master’s degree in Management and certified as a Chief
Corporate Officer— leads like an experience designer: every piece of content is mapped out
with post-its labeled “tone,” “rhythm,” and “feel.”
Interview and observation
Three core concepts structure her discourse:
Table 6
Leadership style
Concept
Statement
Ethnographic practice
Emotional design
I manage creative energy, not just
time.
Starts meetings with a story and
background music.
Narrative
planning
Every week is a chapter, every
month a season.
Editorial calendar designed like a
Netflix series.
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Concept
Statement
Ethnographic practice
Authenticity-
algorithm
The algorithm is a compass, not the
steering wheel.
Internal KPIs measure “resonance rate”
alongside CTR.
During the observed session, she resolved a conflict by redistributing tasks and added a
five-minute mindfulness segment to the briefing.
Reviewed documents
• Emotional style: A manual that categorizes colors, typefaces, and levels of narrative
intimacy.
• Sustainability plan dubbed “Narrative Business Model”: Combines memberships and
workshops.
• Audiovisual audience feedback database análisis
Jackeline practices a form of emotional curatorship leadership: she aligns aesthetics,
metrics, and team well-being. Her profile as a reputation strategist translates into a
management style where stories are assets and emotions are indicators of organizational
health.
Ethnography 4
Javier Ramos Zambrano — “Research to decide, document to lead”
Media: Revista Metro (Cartagena)
Role: Columnist
Interview date: June 5, 2025 (8:30 a.m.–10:00 a.m.)
Web sources consulted: Official Resume – UTB utb.edu.co
Expanded context
Javier Ramos Zambrano is a journalist and social communicator with over 17 years of
experience in media and academia. He is currently the Director of the Social Communication
program at Universidad Tecnológica de Bolívar (UTB) in Cartagena. He holds a master’s
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degree in Communication from Universidad del Norte and is a graduate of Universidad Jorge
Tadeo Lozano. He has held positions such as Chief Editor at Q’hubo newspaper and General
Editor at El Universal.
The newsroom at El Universal resembled a laboratory: maps with strings, spreadsheets
taped to the walls, and a bell that rang every time a key fact was verified. Javier —winner of the
2023 Simón Bolívar Award and current Director of the Social Communication program— aligns
investigative processes and business decisions with the same level of rigor.
Interview and observation
His conversation follows the logic of a feature story:
1. Hypothesis: “A media outlet without ethical traceability succumbs to suspicion.”
2. Method: A six-step protocol to approve a story (legal review, fact-checking, social
impact, cost, reputational risk, affected point of view).
3. Conclusion: “To manage is to present the reasons before presenting the news.”
In practice, he opens the meeting with: “What are we not seeing?” and shares the
monthly budget with the team to co-construct priorities.
Reviewed documents
• Project logs: include ethical, financial, and narrative sheets.
• Source protection protocol: updated with lessons from the 2023 award.
• Public minutes: internal circular that records errors and corrections.
Analysis
Javier embodies a leadership of radical transparency: every decision is traceable, every
mistake documented. He bridges investigative logic with management, demonstrating that the
journalistic method can evolve into a managerial methodology.
Table 7
Convergence of findings
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Dimension
Anaya
Alíes
Pájaro
Ramos
Active Listening
One-on-One
Mentoring
Talking Circles
Editorial
Mindfulness
Trigger Question
Strategic
Narrative
Ethical Headlines
Territorial Stories
Aesthetic-
Emotion
Process
Documents
Crisis
Management
Triple Verification
Community
Protocols
Resonance KPIs
Error Logbook
Leadership
Model
Convergence
Organic
Emotional
Curation
Radical
Transparency
These profiles enrich the conceptual framework on journalist-managers in Latin America,
contributing to the theoretical discussion and providing empirical evidence to address the
identified knowledge gap.
CONCLUSION AND DISCUSSION
The results of this research allow us to conclude that the professional transition of
journalists into managerial roles within emerging media outlets in the Colombian Caribbean—
specifically in Cartagena—does not represent an organizational anomaly, but rather a coherent
manifestation of a new kind of narrative leadership. This leadership is grounded in hybrid
competencies that integrate journalistic knowledge, communication skills, ethical practices,
crisis management, and informal managerial criteria. Although these competencies are not
always systematized or formally recognized, they emerge as key strategic assets for the
sustainability of independent, community-based, and digital media.
The articulation between quantitative and qualitative results supports the assertion that
the leadership exercised by journalist-managers in emerging contexts is, in essence, a form of
cultural mediation: between audiences and editorial agendas, between ethics and sustainability,
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between narrative innovation and organizational decision-making. This mediation demands
renewed theoretical frameworks and updated pedagogical models, as well as crisis
management strategies that recognize the journalist as a complex organizational actor—
capable of leading through narrative and for narrative.
However, the research also confirms the existence of structural limitations in these
contexts: lack of formal managerial training, institutional fragility, dependency on external digital
platforms, and tensions between community-driven missions and sustainable business models.
While these challenges have often been met with creativity and adaptability, they continue to
pose risks that must be addressed through public policy, university education, and media
development programs.
Ultimately, this study not only provides empirical evidence for the emerging field of
convergence between journalism and management but also proposes a new category of
analysis: hybrid narrative leadership—understood as a situated, communicational, ethical, and
adaptive model of organizational leadership. This is especially relevant in Latin American
contexts, where institutional frameworks are fragile, and the transformative vocation of
journalism remains irreplaceable.
DISCUSSION
The findings of this research confirm the general hypothesis proposed: the professional
transition of journalists into managerial roles in emerging media outlets is significantly influenced
by a set of hybrid competencies that, far from being anecdotal or intuitive, are configured as
critical organizational assets for the sustainability, culture, and leadership style of such media.
This assertion is supported by both the statistical results from the structural equation model and
the ethnographic evidence collected in the Colombian Caribbean.
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In the quantitative component, the high R² value (80.81%) and the fit indices (GOF =
0.7039; SRMR = 0.047) confirm the model’s predictive validity and the explanatory relevance of
the dependent variables regarding hybrid competencies. The consistency between ƒ² effects
and correlation values allows us to infer that leadership exercised, organizational innovation,
crisis management, and organizational culture are not only dimensions influenced by hybrid
competencies, but also indicators of managerial maturity—thus confirming the specific
hypotheses.
From the qualitative perspective, the ethnographies offer insight into how these hybrid
competencies are embodied in daily practices, situated leadership styles, and organizational
decision-making. Laura Anaya articulates metrics, ethics, and storytelling in a convergence
model; Fara Alíes turns care into a strategy of territorial leadership; Jackeline Pájaro translates
emotional experience into institutional narrative; and Javier Ramos shapes a radical
transparency style that binds ethics, methodology, and decision-making.
These profiles reinforce the thesis that the narrative leadership exercised by journalists
is not accidental, but the result of professional adaptability, communicative sensitivity, and
ethical commitment to communities and audiences. Furthermore, the convergence between
storytelling and management translates into new forms of symbolic authority—not based on
traditional hierarchies, but on legitimacy built through narrative, listening, and consistency.
The findings align with Denning (2005), who proposes narrative as a tool for
transformational leadership, and Kouzes and Posner (2002), who highlight the importance of
modeling the way and encouraging the heart—practices evident in the analyzed cases. They
also reaffirm Brownell’s (2012) view that communicative competence is a pillar of effective
leadership and confirm Coombs’ (2007) arguments on narrative management in crisis
situations. Additionally, they are consistent with the ideas of Scolari (2013) and Acosta (2019)
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regarding entrepreneurship and the sustainability of media through horizontal and hybrid
models.
In contrast, this research partially questions Drucker’s (1964) classical managerial vision
and the linear strategic planning proposed by Mintzberg (1994), by demonstrating that in highly
dynamic contexts such as regional and community media, leadership tends to emerge more
from adaptability and active listening than from the mechanical application of managerial plans.
It also diverges from structuralist perspectives like that of Cottle (2003), by showing that even in
settings with low institutionalization or no fixed hierarchies, effective leadership can be
developed through narrative and community participation.
Limitations of the study
Despite its contributions, this research presents several limitations. First, the use of non-
probabilistic sampling restricts the generalizability of the results to other regions of the country
or the continent. While purposive sampling enabled access to key actors within the media
ecosystem in Cartagena, it cannot be guaranteed that the same patterns would be replicated in
contexts with different institutional density or political-cultural conditions.
Second, the mixed-methods approach enhances the depth of analysis but introduces
potential risks of interpretive bias, particularly in the qualitative component. Although steps were
taken to ensure triangulation (through observation, interviews, and document analysis), it is
possible that certain practices were overrepresented due to the selection of successful cases.
Finally, although the study employed a validated set of instruments and a statistically
robust sample, future research could incorporate additional variables—such as union
experience, informal training, or the use of emerging technologies—that might reveal nuances
not yet explored.
Future research
Based on this study, several lines of future research emerge:
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1. Regional comparative studies: Replicating this research in other regions of Colombia
and Latin America would allow for comparisons of leadership styles, structural
conditions, and professional trajectories of journalist-directors.
2. Longitudinal analyses: Conducting follow-up studies would make it possible to
observe the evolution of these hybrid competencies over time and their impact on the
sustainability of media outlets.
3. Gender and narrative leadership: Exploring the specificities of narrative leadership
exercised by women journalists in regional contexts, given the relevance observed in
the analyzed cases.
4. Technologies and digital competencies: Investigating how the use of artificial
intelligence, data analytics, or collaborative platforms is redefining narrative
management practices in emerging media.
5. Pedagogical models: Designing university training programs that integrate narrative
skills, ethical competencies, and managerial capacities, in response to the
professional profiles observed in this study.
Taken together, these findings and proposals shape an emerging field of research that
deserves to be explored through interdisciplinary perspectives and integrative methodologies,
with the aim of contributing to the development of sustainable, ethical, and culturally relevant
media ecosystems.
Declaration of conflict of interest
The researcher declares that there is no conflict of interest related to this research.
Author contribution statement
Javier Alfonso Mendoza Betin: methodology, conceptualization, drafting of the original
draft, review and editing of the drafting.
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Statement on the use of Artificial Intelligence
The author declares that Artificial Intelligence was used as a support tool for this article,
and that this tool in no way replaced the intellectual task or process. The author expressly states
and acknowledges that this work is the result of their own intellectual effort and has not been
published on any electronic artificial intelligence platform.
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