Farsighted Leadership: Long-Term Orientation and Public Enterprise Strategy

This study investigates the relationship between long-term orientation and strategic decisionmaking processes, specifically decision comprehensiveness, speed, and creativity, among top managers in the public sector.Utilising structural equation modelling, the study tested the hypothesised relationships using a sample of 86 CEOs from public enterprises in Latin America.The findings revealed that long-term orientation was significantly and positively related to decision comprehensiveness and speed, but not to decision creativity.These results suggest that top managers' temporal orientation, particularly their long-term focus, plays a role in shaping certain strategic decision-making processes within the public sector context.The study contributes to the growing body of research on the influence of individual differences, such as temporal orientation, on strategic decision-making and firm outcomes.Moreover, it highlights the importance of considering the cultural and industry context when examining these relationships, as the findings differed in some aspects from previous studies conducted in other settings.The research has practical implications for Public enterprise CEO selection and awareness of the factors influencing strategic decision-making processes.