Exploring strategic leadership influence on accelerating management decision-making: A case of a public higher learning institution

The ever-evolving and often higher education system, full of internal and external turbulences within the context of South Africa in the Western Cape provinces, necessitates a strategic leadership process that has resilience, agility and adaptive improvisation in navigating demanding socio-economic, geo-political, and institutional challenges. This study examines the influence of strategic leadership on expediting the executive problem-solving impetus and concomitant decision-making within the pedagogical and academic fraternity, within the higher education institution as a unit of analysis. The study is inspired by the increasing complexities confronting the critical role of higher educational institutions in the broader higher learning ecosystem and stakeholder situational analysis with inclusion, legitimacy, and relevance while navigating through transformation, transition and a paradigmatic shift within the era of breathless speed of technological advancement, innovation, and sustainability. The study is to explore how strategic leadership influences the speed, integrity, and efficiency of organisational decision-making processes. A qualitative semi-structured and open interview utilising a purposive sampling was pursued. Thematic analysis was used to categorize main and sub-themes in the study. The findings illuminate the significance of strategic leadership application within the broader consultative decision-making that is inclusive and participatory, as the key attribute for staff performance and organisational productivity. Key Words:Consultative, inclusive, participatory, agility, decentralisation