Content area
Abstract
This research study utilized a single case, multiple unit case study model for exploration into the understanding of how leaders view forgiveness or the act of forgiving, and, subsequently, the propensity to forgive. Prior research reflected the ability to forgive built trusting relationships and credibility between employees and leadership adding significantly to influences which invited creativity and innovation improving organizational culture and the overall performance. Five executive leaders from various industries were interviewed as participants in a qualitative multi-unit case study which provided specific insight into leader attitudes, behaviors, and perceptions regarding forgiveness. The goal was to understand how leaders perceive forgiveness in the workplace. Four primary themes were identified: (a) forgiveness, is associated with making an intentional personal choice; (b) forgiveness originates from the prior experiences of the participant; (c) forgiveness is a decisive other-focused process; and (d) forgiveness is to be effective, it must be undertaken from a positive approach while keeping a neutral focus. All four themes were evident and reported by participants in successful forgiveness engagements. Overall, the study helped to identify, through leader experiences and perspectives, what skills and competencies are needed for effective and successful forgiveness events and outcomes.