96 Ducere Est Servire: THE LEADERSHIP JOURNAL OF DALLAS BAPTIST UNIVERSITY It was seen that forgiveness created positive emotions in leaders. Participant I shared feeling elated and happy when he was forgiven. He also said that he felt relief when his supervisor forgave him. Participants agreed that receiving forgiveness made them better leaders. Receiving forgiveness enabled leaders to model forgiveness. They became mellower and understood that others can make mistakes. Two of the leaders shared that forgiving others helped them to be introspective. Forgiveness cultivated trust in the organization. The leaders interviewed believed that forgiveness was a better management tool. CONCLUSIONS The research showed that there are common workplace behaviors that necessitate a leader to choose forgiveness. All four leaders who were interviewed chose forgiveness. When they did have to terminate employment due to unchanged behavior by the offender, they refused to hold a grudge. It was also seen that there were certain common emotions that leaders experienced when they were called to forgive. In forgiving errors by team members and interpersonal conflict in the team, these common emotions were frustration and annoyance. In a work environment where financial losses ran into millions, when mistakes were made the emotions experienced were panic, shock, and momentary denial. When unfairly treated by supervisors, these emotions were bewilderment, pain, and hurt. However, the participating leaders did not allow these situations or experiences to change their attitudes. All of them continued to be committed to high-minded values. They continued to struggle within themselves to practice high moral values in their leadership. Further research on this issue could include a larger sample size. It is also recommended to focus on one area of forgiveness, such as the experience of forgiving a supervisor who showed favoritism or forgiving a team member whose error caused a monetary loss to the company. Focusing on one event will help the leader to share details that they may not otherwise recall in a broader study. Lastly, this study showed that when leaders forgive there is a strong benefit to the organization. It encourages team members to be creative
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