SYSTEMIC LEADERSHIP FAILURES, POLICE PROCUREMENT CORRUPTION, AND ACCOUNTABILITY AT SENIOR SAPS LEVELS, WITH ETHICAL LEADERSHIP AS THE ANALYTICAL ANCHOR

The purpose of this study is to critically examine the impact of systemic leadership failures, corruption in policeprocurement, and accountability deficits on the effectiveness, legitimacy, and public trust of the South African Police Service (SAPS).The research aims to provide evidence-based, practical recommendations for reforming SAPS leadership and governance, enhancingoperational efficiency, and fostering safer communities in South Africa. South Africa continues to face high levels of violent crime,with persistent challenges in policing effectiveness largely attributable to weak ethical leadership, allegations of corruption inprocurement, and unresolved accountability issues at senior levels of SAPS (Bruce, 2013; Faull, 2017). Leadership misconduct,exemplified by high-profile cases such as the conviction of National Commissioner Jackie Selebi and maladministration by BhekiCele, undermines organisational integrity, erodes community trust, and compromises operational capacity. Despite existing oversightmechanisms, SAPS remains vulnerable to systemic governance failures, creating a pressing need for comprehensive reform. This studyadopts a systematic, qualitative research approach combining. Document and Policy Analysis: Review of SAPS reports, AuditorGeneral findings, Public Protector investigations, and National Development Plan 2030 documents. Literature Synthesis: Integration ofseven South African and seven international scholarly sources to contextualise leadership, accountability, and policing legitimacyissues. Case Study Analysis: Examination of practical SAPS incidents, including procurement irregularities, leadership scandals, andcommunity-police engagement outcomes. Systematic Thematic Analysis: Organising findings around key themes ethical leadership,accountability, legitimacy, operational efficiency, and multi-stakeholder engagement ensuring a structured understanding of causesand consequences. This approach allows for a comprehensive, contextually grounded analysis linking theory, empirical evidence, andpractical SAPS realities. Ethical Leadership Deficits: Leadership failures at the executive level undermine organisational culture,discipline, and public trust (Bruce, 2013; Brown, Treviño & Harrison, 2005). Procurement Corruption and Resource Mismanagement:Irregular procurement processes hinder frontline policing and operational efficiency (Auditor-General South Africa, 2022; PublicProtector, 2019). Weak Accountability Mechanisms: Oversight bodies exist but are limited in enforcing consequences for seniorleadership misconduct, contributing to impunity (Faull, 2018; Burger & Newham, 2010). Erosion of Police Legitimacy: Communitymistrust in high-crime areas, such as Khayelitsha and Alexandra, reduces crime reporting and cooperation (Tyler, 2006; Newham &Faull, 2011). Multi-Stakeholder Engagement is Essential: Effective reform requires coordinated action across SAPS, politicalleadership, communities, youth, faith-based organisations, private sector, and civil society. The study concludes that effective policingin South Africa depends on systemic reform at multiple levels, with ethical leadership at the top, accountable governance structures,transparent procurement, and active community engagement forming the cornerstone of sustainable improvement. Implementingintegrated reforms across stakeholders can restore public trust, enhance operational capacity, reduce violent crime, and strengtheninstitutional legitimacy. This research contributes to both academic scholarship and practical policy-making, providing a roadmap forSAPS reform aligned with National Development Plan 2030 objectives and international best practices under SDG 16 (Peace, Justice,and Strong Institutions).