Leadership Styles Within the South African Police Service: A Case of National Head Office Divisions and Components

Abstract

The article investigates the leadership styles and ethical leadership at the National Divisions and Components of the South African Police Service (SAPS). The research problem for this article is that certain leadership styles negatively affect the organisational culture of the SAPS. The methodology entails online interviews that were conducted with Major Generals and Brigadiers of the Operational and Support Divisions at national level. Commanders of the Strategic Management Office were requested to complete an online questionnaire. It was deduced that the laissez-faire or delegative leadership style is the dominant leadership style practised. The article concluded that the command, and control leadership style is part of the culture of the SAPS and, as such, determines the behaviours of its leaders, managers and members, but hinders creativity. The majority of the participants felt that the culture of the SAPS makes it difficult for the organisation to adjust to internal and external changes. Recommendations were made to the SAPS to enhance ethical leadership.