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100			_aAyres, Sarah _914332
245			_aHow can network leaders promote public value through soft metagovernance?
260			_bPublic Administration
300			_a97(2), 2019: p.279-295.
520			_aThe aim of this article is to explore the opportunities and challenges of employing ‘soft’ metagovernance to promote public value in governance networks. Soft metagovernance can be defined as a form of relational leadership that is exercised through face‐to‐face contact. This involves making an emotional connection with people to exert influence through a collaborative endeavour, rather than employing bureaucratic authority. Drawing on a case study of a local social enterprise—The Bristol Pound—in the UK, this article examines how soft metagovernance can be used by non‐state actors as a form of leadership to create public value. Evidence reveals that relational forms of leadership are a powerful asset in helping leaders of networks to create public value. Moreover, if network leaders understand how soft metagovernance functions they can use it more purposefully to maximize public value creation and mitigate the risks of public value destruction in governance networks. - Reproduced.
650			_aPublic values _914333
650			_aNetwork leaders _914334
650			_aGovernance _914335
773			_aPublic Administration
906			_aLeadership
942			_2ddc _cAR