Unethical leadership in the South African public sector tender processes through the lens of game theory

The study examined the challenges of unethical leadership in the South African public sector tender processes after majority rule in 1994. Empirical research unravelling challenges of the South African public sector tender processes is limited and fragmented. The tendering process assists the public sector in promoting fairness, transparency and efficiency; it also assists in mitigating unethical behaviour associated with public procurement. This study employed a qualitative approach using a thematic analysis and drew upon secondary sources. The findings of this study highlighted the multifaceted challenges facing South Africa’s public sector tender processes, including bribery, bid rigging, ghost payments, discrimination, financial misconduct, lack of impartiality and transparency, and patronage. These affirm the assumptions in game theory, notably rationality, self-interest, strategic behaviour and perfect information. Addressing these challenges requires a comprehensive approach involving legislative reforms, strengthened oversight mechanisms, enhanced transparency and accountability, and a commitment to ethical leadership and good governance.