CHAPTER 6 CONCLUSIONS AND RECOMMENDATIONS
6.6 Conclusion 123
123 6.4.14 Reporting
The provision of reports to council on ethical conduct should be mandatory to council and council should discuss them. The reports should indicate the trends and the threats the municipality is facing due to unethical conduct. These reports should be submitted to the provincial Treasury department for support and possible intervention. Ethical leadership conditions should also be in the performance agreement of all managers and leaders of the municipality with consequence management actions outlined.
124
Ethical leadership has thus become a necessity to combat rampant acts of corruption and looting in local government institutions and averting their total collapse. For example, there is an urgent need to reclaim the Matjhabeng Local Municipality for the advancement of its service delivery imperatives as set out in the political manifesto of the ruling party that was presented during the local government elections of 2016.
125
REFERENCES
Alshammari, A., Almutairi, N.N. & Thuwaini, S.F. 2015. Ethical Leadership: The Effects on Employees. International Journal of Business and Management, vol.10, no.3, pp.108 – 116.
Auditor General. 2018. Media Release by the Auditor General; Kimi Makwetu. 23 May, p.1, Salga Publication, Pretoria.
Auditor General. 2017.Auditor General’s Report 2016/2017. Auditor General Publication, Cape Town.
Auditor General. 2017. Annual Performance Report. Pretoria. Retrieved from Pretoria.
Auditor General. 2012. Auditor General’s Report on Matjhabeng Local Municipality.
Bloemfontein. Retrieved from Welkom.
Alexander, P. (2010). Rebellion of the poor: South Africa service delivery protests − a preliminary analysis. Review of African Political Economy, vol. 37, no,123, pp. 25-40.
Anti-intimidation and Ethical Practises Forum. 2017. Ethical Practises Survey 2017 Research Report. South Africa.
Barr, J., Dowding, L. 2012. The Nature of Leadership. Chapter 1. (Part 1). Indd.
European Journal of Work and Organizational Psychology, vol. 8. No. 1, pp. 9 – 32.
Bass, M., Avolio, B.J., Jung, D. 1999. Re-examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of occupational and organizational psychology. Vol.72, no.4, pp.441 -462.
126
Beauchamp, T.L., Bowie, N.E. 2012. Ethical Theory and Business. Prentice Hall PTR.
Georgetown University.
Berman, M.E., West, J.P. 2012. Public Values in special districts: A survey of managerial commitment. Public Administration Review, vol.72, no.1, pp.43 – 54.
Biggam, J. 2008. Succeeding with Your Master’s Dissertation: A Step-by-Step Handbook, Basingstoke: Palgrave.
Blaxter, L., Hughes, C. & Tight, M. 2006. How to Research (third edition), Buckingham:
Open University Press.
Bolboli, S.A., Reiche, M. 2014. Culture -based design and implementation of business excellence. The TQM Journal, vol.26, no.4, pp. 329 -347.
Bolden, R. 2014. What is Leadership? Research Report 1. Leadership South West:
England.
Brinkmann, S. and Kvale, S. 2015. Interviews: Learning the craft of qualitative research interviewing. 3rd Edition. Los Angeles: Sage Publications.
Brown, M.E., & Trevino, L.K. 2006. Ethical leadership: A review and future directions.
The Leadership Quarterly, 17, 595-616.
Bryman, A. 2008. Social Research Methods (third edition), Oxford: Oxford University Press.
Bryman, A. & Cramer, D. 2008. Quantitative Data Analysis with SPSS Release 14, 15 and 16: A Guide for Social Scientists, London: Routledge.
Byrne, D. 2002. Interpreting Quantitative Data. London: Sage.
127
Caldwell, C., Karri, R. 2005. Organizational Governance and Ethical Systems: A Covenantal Approach to Building Trust. Journal of Business Ethics, vol.58; no.1, pp. 249 – 259.
Chapman, R.A., & Hunt, M. 2006. Open government in a theoretical and practical context. Ashgate Publishing, United Kingdom.
Cheteni, P. and Shindika, E. S. 2017. Ethical Leadership in South Africa and Botswana.
Bar, Rio de Janeiro, v. 14. Available at http://www.anpad.org.br/bar.
Chi, H., Lan, C., & Dorjgotov, B. 2012. The moderating effect of transformational leadership on knowledge management and organizational effectiveness. Social Behaviour and Personality: An International Journal, vol.40, pp. 1015 – 1024.
City of Johannesburg. 2010. Code of Conduct for the City of Johannesburg: Annexure to the Anti-Fraud and Anti-Corruption Strategy.Johannesburg.
Conrad, A. M. 2013. Ethical leadership in Kazakhstan: An exploratory study. The Journal of Values-Based Leadership, 6(1), 1-11. Retrieved from http://scholar.valpo.edu/cgi/viewcontent. cgi? article=1072&context=jvbl.
Cooper, D. R. and Schindler, P. S. 2009. Business Research Methods (tenth edition), New York: McGraw-Hill.
Corruption Watch. 2017. Ethical Practices Survey Report. Bedfordview, Johannesburg.
Cogta. 2009. Local Government: Turnaround Strategy. Government Printers. Pretoria.
Cogta. 2015. Local Government Anti-Corruption Strategy. Retrieved from Bloemfontein.
128
Cogta. 2009. State of Local Government in South Africa: Overview Report: National State of Local Assessments. Pretoria. Retrieved from Pretoria.
Creswell, J.W. 2009. Qualitative, quantitative and mixed methods Research design. Los Angeles: Sage publications. Creswell, J.W. (2017) Qualitative inquiry & research design (2nd Ed.). Sage Publications: Thousand Oaks, CA.
Croissant, L.J. 1999. The view from the basement: The ethics and politics of teaching engineers while studying them. Anthropology of Work Review, vol.20, no.1, pp.22 – 27.
Dambe, M., & Moorad, F. 2008. From power to empowerment: A paradigm shift in leadership. South African Journal of Higher Education, 22 (3), 575-587.
Cogta. 2016. The Back to Basics Initiative of 2016. Government Printers. Pretoria.
David, M. and Sutton, C. 2004. Social Research: The Basics. London: Sage.
Dochartaigh, N. 2007. Internet Research Skills: How to Do Your Literature Search and Find Research Information Online (second edition). London: Sage.
Dowding, L., Barr, J. 2015. Leadership in Health Care. London, Sage.
Duggan, K., Woodhouse, K. 2011. A Code of Ethics that packs a punch. Public Management Magazine, November, Cover Page. Mountain View, California.
Eisenbeiß, S.A., Brodbeck, F. 2014. Ethical and Unethical leadership: A cross-cultural and cross-sectoral analysis. Journal of Business Ethics, vol.122, no.2, pp. 343 – 359.
Enwereonye, E.N.; Ibe, O. Sunny; Adioha, Ndubuisi F. & Njoku, G. O. 2015. Ethical Leadership: a tool for fostering good governance in the Nigerian local government
129
system. International Journal of Innovative Development & Policy Studies 3(3):28-36, July-Sept. 2015.
Ethics & Compliance Officer Association, the Foundation. 2011. Ethical culture building:
A modern business imperative, research report. Retrieved September 24, 2011 from http://www.ethics.org/files/u5/ECOA-Report-FINAL.pdf
Etikan, I., Musa, S. A. and Alkassim. R. S. 2016. Comparison of Convenience Sampling and Purposive Sampling. American Journal of Theoretical and Applied Statistics. Vol. 5, No. 1, 2016, pp. 1-4. doi: 10.11648/j.ajtas.20160501.11.
Finke, A. 2010. Conducting Research Literature Reviews: From the Internet to Paper (third edition), London: Sage.
Flick, U. 2009. An Introduction to Qualitative Research (fourth edition). London: Sage.
Freeman, R.E., Martin, K., Parmar, B., Cording, M.P., Werhane, H.P. 2006. Leading through values and ethical principles. London. Routledge.
Goldberg, L.R. 1990. An alternative “description of personality”: the big-five factor structure. Journal of personality and social psychology, vol.59, no.6, p.1216.
Greenbaum, R.L., Aquino, K., Mayer, D.M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, vol.55, no.1, pp. 151 – 171.
Griffin, M. and Bradly, T. 2010. Organizational culture: An overlooked internal risk.
Bloomberg Business Week, Retrieved November 1, 2011 from
http://www.businessweek.com/managing/content/oct2010/ca2010101_023768.htm.
130
Hassan, S. 2015. The Importance of Ethical Leadership and Personal Control in Promoting Improvement-Centred Voices among Government Employees. Journal of Public Administration Research and Theory J PART 25:697–719 The Ohio State University http://jpart.oxfordjournals.org/.
Hassan, S., Wright, B.E., Yukl, G. 2014. Does ethical leadership matter in
government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Administration Review, vol.3, no.3, pp.333 – 343.
Heaton, J. 2004. Reworking Qualitative Data: The Possibility of Secondary Analysis.
London: Sage.
Heres, L. 2010. What makes the difference? Ethical leadership across the public- private continuum. VU University, Amsterdam.
Heywood, A. 2017. Politics. Palgrave Macmillan: London.
Hind, P., Wilson, A., Lenssen, G. 2009. Developing leaders for sustainable business.
Corporate Governance: The international Journal of Business in society, vol.9, no. 1, pp. 7 – 20.
Hitt, W. 1990. Ethics and Leadership: Putting theory and Practice. Batelli Press.
University of Michigan.
Hoy, W. 2009. Quantitative Research in Education: A Primer, London: Sage.
Hughes, L.W., Avey, J.B., Nixon, R.D. 2010. Relationship between leadership and followers’ quitting intentions and job search behaviours. Journal of Leadership and Organizational Studies, vol.17; no.4, pp.351 – 362.
131
Institute of Race Relations. 2014. The 80/20 Report: Local Government in 80 Indicators after 20 years of democracy. Braamfontein.
Ismail, N., Bayat, S., & Meyer, I. 1997. Local Government Management. International Thomson Publishing (Southern Africa).
IODSA. 2016. The King Four Report on Corporate Governance. Lexis Nexis South Africa, Johannesburg.
Kanungo, R.N., Mendoca, M. 1998. Ethical Leadership Dimensions. Journal of Human Values, vol.4, no.2, pp. 133 -148.
Kaptein, M. 2008. Developing and testing a measure for the ethical culture of organizations: The corporate ethical virtues model. Journal of Organizational
Behaviour: The International Journal of Industrial, Occupational and Organizational Psychology and Behaviour, vol.29, no.7, pp.923 -947.
Kar, S. 2014. Ethical Leadership: Best Practice for Success. IOSR Journal of Business and Management (IOSR -JBM), vol.1, no.14, pp. 112 -116.
Karamoko, J. 2011. Community protests in South Africa: Trends, Analysis and Explanations. South African Local Government Research Centre.
Koontz, H., & Weihrich, H. 1993. Management: A global perspective. New York:
McGraw-Hill, Inc.
Krohne, W. H. 2012 Stress and Coping Theories. Johannes Gutenberg-University of Mainz Germany.
Kotter, J. P. 1999. What leaders really do? [Review of the book: What leaders really do, by Kotter, J.P]. Retrieved from
132
https://books.google.co.za/books?id=P3d8DV0NPUkC&printsec=frontcover&source=g bsg summary_r&cad=0#v=onepage&q&f=false.
Kouzes, M.J., Posner, Z.B. 2006. The leadership challenges. John Wiley & Sons, New Jersey.
Latib, S. 2014. Public Service Leadership. Administratio Publica, vol.22, no.3, pp.30 – 42.
Litschka, M., Suske, M., Brandtweiner, R. 2011. Decision Criteria in Ethical Dilemma Situations: Empirical Examples from Austrian Managers. Journal of Business Ethics, vol.104, no.4, pp. 473 – 484.
Lockwood, N. 2009. Business ethics: The role of culture and values for an ethical workplace. SHRM Research Quarterly, Fourth Quarter 2009.
Mafunisa, M. J. 2013. Role of leadership in creating commitment in the public service.
Journal of Public Administration, 48 (4.1), 751-763.
Magoro, M. P. 2016. Implementation of a performance management system as a driver for improved service delivery: A case study of Makhuduthamaga Local Municipality. Journal of Public Administration, 51 (3), 391-398.
Magubane, K. 2018. A decade of officials’ conduct to be probed in lifestyle audits – Gordham.Fin24, 18 July, p.1. Media24. Johannesburg.
Maseti, Z., & Gumede, N. 2011. Contemporary perspectives on autocratic leadership.
Journal of Public Administration, 46 (4), 1479-1487.
Matjhabeng Local Municipality. 2017. Integrated Development Plan. Welkom.
[Accessed on 10 November 2018].
133
Matshabaphala, M. D. 2014. Leadership, ethics and the professionalization of the public service. Journal of Public Administration, 49 (1), 199-205.
Mayer, D.M., Aquino, K., Greenbaum, R.L., & Kuenzi, M. 2012. Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151-171.
Menzel, D.C. 2012. Ethics management for Public Administrators: Leading and Building Organizations of Integrity. Routledge, London.
Mgwebi, G. 2015. South African Local Government –Ten Years Later. NGO Pulse [Online]. Available: http://www.ngopulse.org. [Accessed: 3 March 2017].
Mirugi – Mukundi. 2006. Impact of corruption on governance: An appraisal of the Practice of the Rule of Law in Kenya: A Dissertation submitted to the Faculty of Law, University of Pretoria. Retrieved from Pretoria.
Mihelič, K. K., Lipičnik, B. and Tekavčič, M. 2010. Ethical Leadership, International Journal of Management & Information Systems – Fourth Quarter 2010 vol.14, no.5.
Municipal IQ. 2014. 48 Service Delivery protests so far this year. News24, 03 April, p26.
Media News; Cape Town.
Naidoo, G. 2012. A critical need for ethical leadership to curb corruption and promote good governance in the public sector of South Africa. Department of Public Administration and Management, vol. 5, no.2, pp.1 -11.
Neubert, M.J., Carlson, S.D., Kacmar, M.K., Roberts, A.J., Chonko, B.L. 2009. The virtuous influence of ethical leadership behaviour: Evidence from the field. Journal of Business Ethics, vol.90, no.2, pp.157 – 170.
134
Newell, C. 2003. Whose values, which ethics? science education and the civil society.
Australian Science Teachers Journal, vol.49, no.2, p.6.
Nicolaides, G. 2016. Chief Justice: It’s time for change in South Africa. Eyewitness News. Retrieved from http://ewn.co.za/2016/04/12/Chief-Justice-Mogoeng-says-time- for-change-in-SA-has-come.
Nkwana, H. M. 2014. Managerial leadership development in the public sector. Journal of Administratio Publica, 22 (3), 85-101.
Nolan Committee. 2014. Committee on Standards in Public Life. United Kingdom.
Northouse, P. G. 2013. Leadership: Theory and Practice, 6th ed. Western Michigan University (USA): Sage Publications, Inc.
Northouse, P. G. 2013. Leadership: Theory and Practice, 6th ed. Western Michigan University (USA): Sage Publications, Inc.
Nnablife, N.K.E. 2010. Defining and enforcing ethical leadership in Nigeria. African Journal of Economic and Management Studies, vol.1, no.1, pp.25 – 45.
NPC. 2012. The National Development Plan 2030 Vision, Retrieved from Pretoria.
O’Connell, W., Bligh, M. 2009. Emerging from ethical scandal: Can corruption really have a happy ending? Leadership, vol.5, no.2, pp. 213 – 235.
Okafor, E.E. 2007. Globalisation, casualisation and capitalist business ethics: Acritical overview of the situation in the oil and gas sector in Nigeria. Journal of Social Sciences, vol.15, no.2, pp.169 -179.
135
Oosthuizen, M. 2013. South Africa’s Leadership Challenge to 2033. What will it take to create the South Africa we desire? [Online]. Available:
http://www.strategysource.files.wordpress.com/2013/04/sas-leadership- Challenge2.pdf&sa [Accessed 6 March 2017].
Othman, Z., Rahman, A.R. 2014. Attributes of ethical leadership in leading good governance. International journal of Business and Society, vol.15, no. 2, p.359.
Raga, K., & Taylor, D. 2005. Impact of accountability and ethics on public service delivery: A South African perspective. Public Manager, 34(2), 22, 244-254.
Rahman, A.R., Othman, Z. 2014. Attributes of ethical leadership in leading good governance. International Journal of Business and Society, vol.15, no.2, p.359.
Ramutsheli, P., & Janse Van Rensburg, J.O. 2015. The root causes for local
government’s failure to achieve objectives. Southern African Journal of Accountability and Auditing Research, 17 (2), 107-118.
Reddy, P. S. 2016. The politics of service delivery in South Africa: The local
government sphere in context. The Journal for Transdisciplinary Research in Southern Africa, 12 (1), 1-8.
Remišová, A., Búciova, Z. and Lašáková, A. 2015. Ethical Leadership in the Public and Private Sector in Slovakia: A Comparative Study. Conference Paper September 2015. Accessed at: https://www.researchgate.net/publication/282154559
Rothberg, 2004 R.I Mombasa Declaration on Leadership in Africa. Journal of International Affairs 62 (2), 113-126.
RSA. 1996. The Constitution; Act (Act no 108 of 1996): Government Printer, Pretoria.
136
Republic of South Africa. 2011. Local Government: Demarcation Act (Act 27 of 1998).
Government Printers, Pretoria.
Republic of South Africa. 2000. The Local Government Municipal Systems Act (Act 32 of 2000), Government Printers, Pretoria.
Republic of South Africa. 1998. The Local Government Structures Act (Act 117 of 1998). Government Printers, Pretoria.
Republic of South Africa. 2003. The Local Government: Municipal Finance Management Act (Act 56 of 2003). Government Printers, Pretoria.
Republic of South Africa. 2018. Public Audit Amendment Act (Act 5 of 2018.
Government Printers, Pretoria.
Republic of South Africa 1998. Presidential Review Commission Report. Government Printers. Pretoria.
Republic of South Africa. 2013. Regulation 167 of the 7th of March 2013: Local Government: Regulation on Appointment and Conditions of Employment of Senior Managers. Government Printers. Pretoria.
Republic of South Africa. 2011. National Gazette No 34445, volume 553, page 8.
Retrieved in Pretoria.
Republic of South Africa. 2005. Local Government: Municipal Finance Management Act, 2003: Municipal Supply Chain Management Regulations. Government Printers.
Pretoria.
Republic of South Africa. 2008. Companies Act (Act 71 of 2008). Government Printers.
Pretoria.
137
Rubin, R. S., Dierdorff, E. C., & Brown, M. E. 2010. Do ethical leaders get ahead?
Exploring ethical leadership and promotability. Business Ethics Quarterly, 20(2), 215- 236. https://doi.org/10.5840/beq201020216.
Scotland, J. 2012. Exploring the Philosophical Underpinnings of Research: Relating Ontology and Epistemology to the Methodology and Methods of the Scientific,
Interpretive, and Critical Research Paradigms. English Language Teaching; Vol. 5, No.
9; 2012 ISSN 1916-4742 E-ISSN 1916-4750 Qatar University, Qatar.
Shah, R. S. and Al-Bargi, A. 2013 Research Paradigms: Researchers’ Worldviews, Theoretical Frameworks and Study Designs. AWEJ Volume.4 Number.4, 2013.
SALGA. 2010. Guidelines Document on the Roles and Responsibilities of Councillors;
Political Structures and Officials. Pretoria.
SALGA. 2011. Outcomes Report of the SALGA National Conference held on 29 August – 1 September 2011. Pretoria.
Schoeman, C. 2017. Creating an Ethical Culture in your Organisation. Ethics Monitoring & Management Services (Pty) Ltd. Pretoria.
Senge, P. 1990. The Fifth Discipline. Penguin Random House. United States of America.
Singh, A. 2018. e-Governance and Ethical Leadership. Jawaharlal Nehru University.
(Online). Available https: www.researchgate.net/publication/320441703. [Accessed 10 November 2018].
Singh, B., Pasricha, P., Verma, P. 2018. Ethical leadership, organic organizational cultures and corporate social responsibility: An empirical study in social enterprises.
Journal of Business Ethics, vol.151, no.4, pp.941 – 958.
138
Stroh, U. 2004. An experimental study of organizational change and communication management. University of Pretoria.
Swartz, M.S. 2013. Developing and sustaining an ethical corporate culture: The core elements. Business Horizons, vol.56, no.1, pp.39 – 50.
Thornhill, C. and Cloete, J. J. N. 2014. South African Municipal Government and Administration. 2nd edition. Pretoria: Van Schaik Publishers.
Thonzhe, N. 2017. The role of organisational ethics management within the south African Public Service., Vol 9, No 2, 2017 ISSN: 1309-8047.
Transparency International – Kenya. 2015. The Kenya Urban Bribery Index. Nairobi.
Trevino, L.K., Brown, M., Hartman, L.P. 2003. A Qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite, vol.56, no. 1, pp.5 -37.
UNODC. 2018. Manual on Corruption Surveys: Methodological Guidelines on the measurement of bribery and other forms of corruption through sample surveys. New York.
Visser, J. 2015. Developmental Local Government: A Case Study of South Africa.
Volman, I. (2011). The Impact of Leadership on Performance: A South African Case Study. Pretoria: Tshwane University of Technology.
Veijeren, J.M. 2016. What are the characteristics needed for ethical leadership?
Promoting professional ethics, Pro Ethics.
Vyas – Doorgapersad, S., Arabio, E.P. 2010. The illusion of ethics for good local governance in South Africa. Journal for Transdisciplinary Research in Southern Africa, vol.6, no.2, pp. 411 – 427.
139
Waring, C. 2004. Measuring ethical climate risk. The Internal Auditor, 1: 71-75.
Wellspring Consulting. 2006. Building a values-driven organization. Quarterly Newsletter, Fall.
Wright, B. E., Moynihan, D. P. and Pandey, S. K. 2016. Pulling the Levers:
Transformational Leadership, Public Service Motivation and Mission Valence. Public Administration Review, 72(2): 206 – 215.
Yukl, G., Mahsud, R., Hassan, S., & Prussia, G.E. 2011. An improved measure of ethical leadership. Journal of Leadership and Organizational Studies, 20(10), 1-11.
140
APPENDIX 1: INFORMED CONSENT
UNIVERSITY OF KWAZULU-NATAL
GRADUATE SCHOOL OF BUSINESS AND LEADERSHIP
MCLS Research Project
Researcher: Fezile Flip Wetes (0716078170) Supervisor: Dr Cecile Gerwel Proches (0312608318)
Research Office: Ms P Ximba (0312603587)
Dear Respondent,
I, Fezile Flip Wetes, am a Master of Commerce in Leadership Studies student, at the Graduate School of Business and Leadership, of the University of KwaZulu-Natal. You are invited to participate in a research project entitled: “Exploring Ethical Leadership in Local Government: A Case Study of Matjhabeng Local Municipality”.
The aim of this study is to determine the impact of ethical leadership in the performance of the Municipality.
Through your participation I hope to understand the perception around ethical leadership and its impact on the overall performance of the institution. The results of the interview are intended to contribute to the elevation of ethical leadership within the strategic imperatives of the Municipality.
Your participation in this project is voluntary. You may refuse to participate or withdraw from the project at any time with no negative consequence. There will be no monetary gain from participating in this interview. Confidentiality and anonymity of records identifying you as a participant will be maintained by the Graduate School of Business and Leadership, UKZN.
141
If you have any questions or concerns about participating in the interview or about participating in this study, you may contact me or my supervisor at the numbers listed above.
The interview should take about 45 minutes to an hour. I hope you will take the time to participate.
Sincerely
Investigator’s signature___________________ Date_________________
142
UNIVERSITY OF KWAZULU-NATAL
GRADUATE SCHOOL OF BUSINESS AND LEADERSHIP
MCLS: Research Project
Researcher: Fezile Flip Wetes (0716078170) Supervisor: Dr Cecile Gerwel Proches (0312608318)
Research Office: Ms P Ximba (0312603587)
CONSENT
I……… (Full names of
participant) hereby confirm that I understand the contents of this document and the nature of the research project, and I consent to participating in the research project.
I understand that I am at liberty to withdraw from the project at any time, should I so desire.
I hereby consent/do not consent to record the interview.
……… ………
SIGNATURE OF PARTICIPANT DATE
143