Although there has been a good amount of literature in respect of the relationship
among political and administrative leaders and their effect/s on quality management,
little has been written on their respective (individual or collective) relationship
This is because there needs to be an acknowledgement that the researchers’,
practitioners’ and politicians’ efforts have to date been inadequate. Political and
administrative leaders need to appreciate that the war room against corruption
needs new thinking, knowledge, strategies, and comprehensive initiatives if they
are to arrest and then reverse corruption’s proliferation. In particular, governments
have to move beyond the various one and two dimensional approaches that
are advocated by various anti-corruption proponents if the administrative and
governmental systems are to become effective in dealing with the situation.
In this context the present contribution will examine the fundamental tenets
of the political system of South Africa and its role in impeding or encouraging
corruption related to decision-making and actions of public servants at all levels
in the hierarchy. In this sense the relationship between political and administrative
leaders can take either complementary or antagonistic corrupt actions.
A case study in political and administrative relations and involvement in
corruption will be utilised in order to examine and scrutinise the involvement by
politicians and administrators in a leading South African municipality.