This article examines the effectiveness of a public organisation\'s anti-corruption strategy and plan, with a particular focus on how leadership and management practices influence accountability and good governance in the context of South African local government. The study evaluates the extent to which internal control systems, audit mechanisms, and ethical leadership contribute to preventing fraud and corruption within local municipalities. Employing a qualitative research design, data were collected through semi-structured interviews with nine purposively selected participants drawn from three categories — academic researchers, non-governmental organisation (NGO) staff members, and community leaders — with three participants drawn from each group. Thematic analysis was employed to interpret the data, enabling the identification of recurring patterns and insights regarding the municipality’s anti-corruption framework.\nThe findings reveal that leadership commitment and consistent enforcement of internal controls are central to reducing corruption risks. However, significant gaps remain in monitoring processes and employee awareness, which periodically weaken accountability structures. The study further found that effective internal audits, clear reporting lines, and regular independent reviews significantly enhance transparency and organisational integrity. The case of the Emalahleni Municipality in Mpumalanga province serves as a compelling illustration of how leadership instability, inadequate enforcement of disciplinary codes, and systemic weaknesses in internal controls create fertile conditions for corruption to flourish.\nThe significance of this study lies in its contribution to the growing body of literature on public sector governance and anti-corruption policy in South Africa, particularly at the local government level. It offers a practical framework grounded in empirical evidence for strengthening anti-corruption mechanisms, emphasising that efforts must go beyond policy formulation to include strong leadership oversight, continuous evaluation of internal controls, and the fostering of a culture of ethical responsibility at all organisational levels. Strengthening these mechanisms ensures compliance with governance standards and builds public trust in institutional operations.