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This chapter draws on examples from South Africa's Truth and Reconciliation Commission (TRC) to explore the special moments that were created by the TRC, which opened up the possibility of transformation of relationships between victims and perpetrators, and the impact of these encounters in the broader South African story of racial division and intergroup hatred between blacks as the oppressed group, and whites as beneficiaries of apartheid. It argues that when perpetrators express remorse they validate the victims' pains and give them back their uniqueness and that forgiveness, and not forgetting, is a healthy response that allows the parties to move on.

Positive psychology explores human strengths that help us live more satisfying and fulfilled lives (Seligman, & Csikszentmihalyi, 2000). Forgiveness is one such strength. In the face of a transgression in which we are deeply hurt or betrayed by a close other, it is easy to feel hatred and desire revenge. It is much harder, however, to feel benevolence toward the transgressor and to truly forgive. The present chapter presents an overview of research findings on forgiveness in the context of positive psychology. Latest research on the dispositional and situational correlates of forgiveness (e.g., gender, personality, and apology) is presented. Moreover, the link between health and forgiveness is also explored. Finally, future directions for research on forgiveness are highlighted.

There is certainly no shortage of theories that set out to explain organizational leadership. Trait theories, behavioral theories, situational theories and cognitive theories dominated research prior to 1980. The focus of research changed around that time, with attention given primarily to transformational leadership, charismatic leadership, inspirational leadership, leader-member exchange (LMX), authentic leadership, servant leadership and ethical leadership. Collectively, these theories are referred to as “new-genre” leadership theories, and emphasize the inspirational, relational, and ethical nature of organizational leadership. Bernie Bass’ transformational leadership theory stands out, attracting more research attention than all other leadership theories since the mid-1990’s. The chapter ends with a discussion of how the ideas and values inherent in these seemingly different theories can be translated readily into everyday leadership behaviors.

Besides formal third-party punishment, punishment can take alternative forms such as revenge, gossip, and restorative justice. This chapter examines these alternative punishment forms in light of the idea that punishment is a basic moral instinct. Revenge means that the victim (or people close to the victim) directly punishes the perpetrator. Revenge has a behavioral-control function similar to third-party punishment’s, but it is less successful due to a lack of legitimacy and proportionality. Gossip enables group members to harm an offender’s reputation. These reputational concerns stimulate cooperation, even among the most powerful members of the group, if group members are likely to gossip. Finally, although restorative justice (e.g., healing an injustice through victim–offender mediation) is frequently portrayed as alternative to punishment, it actually works best if it contains punishment. Restorative justice is mostly an improved procedure to implement punishment, increasing fairness and hence cooperation.

This chapter presents an integrated model of psychological needs among victimized groups, building on self-determination theory. Extending the model of needs-based reconciliation and other work on needs among victim groups, the authors posit that collective victimization frustrates basic needs for relatedness, competence, and autonomy. They review empirical findings showing that the frustration of these needs on the collective level frustrates related needs on the personal level as well, and in turn have a negative effect on psychological well-being and willingness for reconciliation. The chapter focuses in particular on collective autonomy, which is central to many experiences of collective victimization as well as reconciliation attempts. In order to increase victim group members’ willingness to reconcile, it is important to take into consideration all three needs identified in this model and present apologies and other steps toward reconciliation in a way that satisfies these needs.