Police leadership is a critical determinant of organisational effectiveness, particularly in complex policing environments characterised by high crime levels, public scrutiny, resource constraints, governance challenges and increasing demands for professional and accountable policing. In South Africa, concerns about police performance have increasingly raised questions about the extent to which leadership accountability, professionalisation, ethical conduct and governance contribute to the effectiveness of the South African Police Service (SAPS). This study examines the relationship between police leadership and organisational performance in South Africa, with particular attention to leadership accountability, professionalisation, governance and organisational culture. The problem addressed by the study is that, despite extensive governance structures, policing policies and professionalisation initiatives, SAPS continues to experience organisational and performance challenges. These include weaknesses in accountability, leadership instability, organisational culture, management practices and the implementation of corrective measures. The study therefore seeks to understand whether and how leadership practices contribute to or constrain effective policing. The purpose of the study is to explore the experiences and perceptions of SAPS managers regarding the influence of leadership accountability, professionalisation, governance and ethical leadership on organisational performance and effective service delivery. A qualitative research approach will be employed within an interpretivist paradigm, using a phenomenological research design. Approximately 15–20 purposively selected SAPS managers and senior officials will participate in semi-structured interviews. Data will be audio-recorded, transcribed verbatim and analysed thematically using ATLAS.ti 2023, following Braun and Clarke's six-phase approach to thematic analysis. Trustworthiness will be established through credibility, transferability, dependability and confirmability, while ethical approval, informed consent, confidentiality and secure data management will be maintained. The anticipated key findings are that effective police leadership is likely to be associated with stronger accountability, professional conduct, organisational commitment and improved performance. Conversely, weak leadership accountability, leadership instability, inconsistent consequence management, organisational culture challenges and inadequate governance may constrain effective policing. The study further anticipates that organisational culture will influence the relationship between leadership and performance. The study concludes that effective policing requires more than leadership structures or policies; it requires competent, ethical, accountable and professional leadership capable of translating policy, resources and organisational strategies into operational results. Strengthening leadership accountability, professionalisation, governance and organisational culture is therefore essential to improving SAPS organisational performance, public confidence and effective service delivery.