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¿Qué aporta la escucha al Capital Social?: Lecciones de un proceso de aprendizaje de líderes públicos

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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¿Qué aporta la escucha al Capital Social? Lecciones de un proceso de aprendizaje de líderes públicos. / Barandiaran, Xabier; Murphy, Anne; Canel, Maria José.
In: Gestión y Política Pública, Vol. 31, No. 1, 31.01.2022, p. 1-30.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Barandiaran, X, Murphy, A & Canel, MJ 2022, '¿Qué aporta la escucha al Capital Social? Lecciones de un proceso de aprendizaje de líderes públicos', Gestión y Política Pública, vol. 31, no. 1, pp. 1-30. https://doi.org/10.29265/gypp.v31i1.1011

APA

Barandiaran, X., Murphy, A., & Canel, M. J. (2022). ¿Qué aporta la escucha al Capital Social? Lecciones de un proceso de aprendizaje de líderes públicos. Gestión y Política Pública, 31(1), 1-30. https://doi.org/10.29265/gypp.v31i1.1011

Vancouver

Barandiaran X, Murphy A, Canel MJ. ¿Qué aporta la escucha al Capital Social? Lecciones de un proceso de aprendizaje de líderes públicos. Gestión y Política Pública. 2022 Jan 31;31(1):1-30. doi: 10.29265/gypp.v31i1.1011

Author

Barandiaran, Xabier ; Murphy, Anne ; Canel, Maria José. / ¿Qué aporta la escucha al Capital Social? Lecciones de un proceso de aprendizaje de líderes públicos. In: Gestión y Política Pública. 2022 ; Vol. 31, No. 1. pp. 1-30.

Bibtex

@article{023a448478c641139c62029be702ad4b,
title = "¿Qu{\'e} aporta la escucha al Capital Social?: Lecciones de un proceso de aprendizaje de l{\'i}deres p{\'u}blicos",
abstract = "Public administration studies claim that social capital is an intangible asset in public management, and that, as such, it provides access to development as also strengthens democracy. Yet little is known about how to create, manage and assess this resource. This research attempts to contribute to the practice of social capital by linking it with active listen-ing. Supported by an analysis on a learning process undertaken by a governmental body, this research shows that, when public leaders collaboratively reflect at a micro level about their real interaction with citizens, they close relationships both with the organization and with society, make it more explicit the value of the latter, and hence, increase their predisposition to identify and articulate social capital, as also to foster it. This research suggests some implications for public management.",
keywords = "Social capital, Public leadership, Active listening, action learning, Governance",
author = "Xabier Barandiaran and Anne Murphy and Canel, {Maria Jos{\'e}}",
year = "2022",
month = jan,
day = "31",
doi = "10.29265/gypp.v31i1.1011",
language = "Spanish",
volume = "31",
pages = "1--30",
journal = " Gesti{\'o}n y Pol{\'i}tica P{\'u}blica",
publisher = "Centro de Investigacion y Docencia Economicas A.C.",
number = "1",

}

RIS

TY - JOUR

T1 - ¿Qué aporta la escucha al Capital Social?

T2 - Lecciones de un proceso de aprendizaje de líderes públicos

AU - Barandiaran, Xabier

AU - Murphy, Anne

AU - Canel, Maria José

PY - 2022/1/31

Y1 - 2022/1/31

N2 - Public administration studies claim that social capital is an intangible asset in public management, and that, as such, it provides access to development as also strengthens democracy. Yet little is known about how to create, manage and assess this resource. This research attempts to contribute to the practice of social capital by linking it with active listen-ing. Supported by an analysis on a learning process undertaken by a governmental body, this research shows that, when public leaders collaboratively reflect at a micro level about their real interaction with citizens, they close relationships both with the organization and with society, make it more explicit the value of the latter, and hence, increase their predisposition to identify and articulate social capital, as also to foster it. This research suggests some implications for public management.

AB - Public administration studies claim that social capital is an intangible asset in public management, and that, as such, it provides access to development as also strengthens democracy. Yet little is known about how to create, manage and assess this resource. This research attempts to contribute to the practice of social capital by linking it with active listen-ing. Supported by an analysis on a learning process undertaken by a governmental body, this research shows that, when public leaders collaboratively reflect at a micro level about their real interaction with citizens, they close relationships both with the organization and with society, make it more explicit the value of the latter, and hence, increase their predisposition to identify and articulate social capital, as also to foster it. This research suggests some implications for public management.

KW - Social capital

KW - Public leadership

KW - Active listening

KW - action learning

KW - Governance

U2 - 10.29265/gypp.v31i1.1011

DO - 10.29265/gypp.v31i1.1011

M3 - Journal article

VL - 31

SP - 1

EP - 30

JO - Gestión y Política Pública

JF - Gestión y Política Pública

IS - 1

ER -