Abstract

This paper aims to explore the potency of ethical frameworks in the advent of a democratic dispensation in State-Owned Enterprises in an attempt to address conundrums of unethical leadership and devastating public accountability. This paper argues that South Africa is grappling with fitting in the notion of ethos and accountability. On the same line, the contestation about the impasse of the State-Owned Enterprises (SOEs) befits germane in the topical and constant political transformation in South Africa. SOEs endure eccentric to those serving it and those who benefit from it, leading to a lack of orthodoxy by public officials to ethical framework prescribed and contemplated in legislation for good conduct in public services. Ethical leadership and public accountability are two sides of the same coin; however, they serve as a nut and bolt of a well-functioning public administration. The two are inseparable. The paper is theoretical as such, and it is epistemologically juxtaposed and grounded or underpinned by agency theory and its ideals. Be that as it may, it further depends on literature base review for its premise, argument, crux, and purpose and drawing up results and conclusion. Thus, the paper gathers information regarding the various scholars’ notions on ethical leadership and public accountability from related articles, journals, and books. The paper reveals that the South African State-Owned Enterprises are antagonized and branded by unethical leaders and public accountability challenges. At this juncture, the SOEs are faced with poor fiscal coordination and management. The paper further reveals that the SOEs are swimming in the pool of debts. The conclusion that can be deduced from this paper is that it calls for strengthening and reforming all legislative prescripts that govern the State-Owned Enterprises. Public administrators must avoid incubating politicians as it creates the ground for corruption and various types of ethical dilemmas.

Highlights

  • IntroductionSouth Africa (SA) works based on a mandate to direct reforms aimed at enhancing economic efficiency

  • As a developmental state, South Africa (SA) works based on a mandate to direct reforms aimed at enhancing economic efficiency

  • This paper suggests that South African State-Owned Enterprises (SOEs) have used the King III corporate governance principles while discussing systemic shifts that affect their corporate risk and governance practice (Matsiliza, 2017)

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Summary

Introduction

South Africa (SA) works based on a mandate to direct reforms aimed at enhancing economic efficiency. The South African Government applied New Public Management (NPM) in the post-Apartheid period to change public service through more engagement and acceptance of private sector practice (Matsiliza, 2017). The restructuring of the SA public sector by understanding and implementing corporate governance concepts is part of the State-Owned Enterprise (SOEs) mandate to increase their productivity and effectiveness in performance. Technium Social Sciences Journal Vol 26, 45-53, December, 2021 ISSN: 2668-7798 www.techniumscience.com proven major advantages for institutions and corporations in ethical leadership. For the SOEs to be trusted, they should be accountable to the public. They need to apply effective governance processes that will benefit all the stakeholders, including employees, the community, and the government, which is the major shareholder

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