The Role of Forgiveness in the Leadership Practices of Women Leaders in Higher Education

Abstract

This study examined the use of interpersonal forgiveness in the leadership practices of women leaders in higher education. Six women, with senior level administrative positions in a large public university, were interviewed and asked a range of questions regarding their use of forgiveness in leadership practices. Responses from participants were grouped together using cross-case analysis to discover meaning and interpreting themes. The interview guide sought to elicit a common definition of forgiveness, examined the use of forgiveness, and identified steps in the process of forgiveness in leadership practices. The evidence is that the participants in the study defined forgiveness as choosing and making a decision to reduce negative thoughts, such as blame and anger. Recognizing the problem, identifying the nature of the problem, and addressing the problem were identified as key steps in the process of forgiveness. Growth producing experiences and improved relationships are cited as additional benefits. Working through conflict in a positive manner is a primary reason that the women studied utilized forgiveness in their leadership practices. Modeling the behavior and mentoring others are additional approaches used to demonstrate the purpose and meaning of forgiveness. All participants identified mentoring as an important relationship and described a mentor as one who exhibited and used some aspect of the principles of forgiveness in their leadership practices. Additionally, females were said to utilize forgiveness more often than males. The reason given for this was that females are seen as being more interested in maintaining relationships than are men. The study also provides some general insights into actions and behaviors associated with the exercise of forgiveness in leadership practices within the workplace.