<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>1405-1079</journal-id>
<journal-title><![CDATA[Gestión y política pública]]></journal-title>
<abbrev-journal-title><![CDATA[Gest. polít. pública]]></abbrev-journal-title>
<issn>1405-1079</issn>
<publisher>
<publisher-name><![CDATA[Centro de Investigación y Docencia Económicas A.C., División de Administración Pública]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S1405-10792022000100001</article-id>
<article-id pub-id-type="doi">10.29265/gypp.v31i1.1011</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[¿Qué aporta la escucha al capital social? Lecciones de un proceso de aprendizaje de líderes públicos]]></article-title>
<article-title xml:lang="en"><![CDATA[What does Listening Contribute to Social Capital?:Lessons from a Learning Process for Public Leaders]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Barandiaran]]></surname>
<given-names><![CDATA[Xabier]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Murphy]]></surname>
<given-names><![CDATA[Anne]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Canel]]></surname>
<given-names><![CDATA[María José]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidad de Deusto  ]]></institution>
<addr-line><![CDATA[Donostia-San Sebastián ]]></addr-line>
<country>Spain</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Lancaster University  ]]></institution>
<addr-line><![CDATA[Lancaster ]]></addr-line>
<country>United Kingdom</country>
</aff>
<aff id="Af3">
<institution><![CDATA[,Universidad Complutense de Madrid Facultad de Ciencias de la Información ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Spain</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>06</month>
<year>2022</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>06</month>
<year>2022</year>
</pub-date>
<volume>31</volume>
<numero>1</numero>
<fpage>1</fpage>
<lpage>30</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_arttext&amp;pid=S1405-10792022000100001&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_abstract&amp;pid=S1405-10792022000100001&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_pdf&amp;pid=S1405-10792022000100001&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen: Los estudios de administración pública afirman que el capital social es un recurso de valor intangible en la gestión pública y, como tal, da acceso al desarrollo y fortalece la democracia. Pero poco se sabe sobre cómo crear, gestionar y evaluar este recurso. Esta investigación trata de contribuir a la práctica del capital social poniéndolo en relación con la escucha activa. Apoyada en el análisis sobre un proceso de aprendizaje emprendido por un equipo de gobierno, la investigación evidencia que cuando se reflexiona colaborativamente en un nivel micro sobre interacciones reales con los ciudadanos, los líderes públicos estrechan la relación con la organización y con la sociedad, explicitan el valor de la misma y, con ello, se predisponen a identificar y articular el capital social, así como a trabajar más a favor del mismo. El artículo apunta algunas implicaciones para la gestión pública.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[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 listening. 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.]]></p></abstract>
<kwd-group>
<kwd lng="es"><![CDATA[capital social]]></kwd>
<kwd lng="es"><![CDATA[escucha]]></kwd>
<kwd lng="es"><![CDATA[aprendizaje activo]]></kwd>
<kwd lng="es"><![CDATA[liderazgo público]]></kwd>
<kwd lng="es"><![CDATA[gobernanza]]></kwd>
<kwd lng="en"><![CDATA[social capital]]></kwd>
<kwd lng="en"><![CDATA[listening]]></kwd>
<kwd lng="en"><![CDATA[action learning]]></kwd>
<kwd lng="en"><![CDATA[public leadership]]></kwd>
<kwd lng="en"><![CDATA[governance]]></kwd>
</kwd-group>
</article-meta>
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