This study investigates the interplay between female executives, political connections, and local government leadership in shaping firms’ long-term strategic priorities, specifically the acquisition of talented employees. Grounded in social identity theory, the research explores how female executives navigate the short-term pressures associated with political connections, which often conflict with their long-term focus on sustainability and talent development. A key contribution of this study is the examination of the moderating role of female mayors, whose leadership can either alleviate or exacerbate these pressures. By offering theoretical insights into gender dynamics in leadership, non-market strategies, and political connections, this research provides a nuanced understanding of the intersection between corporate and political spheres. It extends the existing literature on gendered decision-making, highlighting the complexities faced by female leaders in politically connected firms operating in multifaceted organizational environments.
