Do Karma-Yogis Make Better Leaders?

Mulla, Zubin R.; Krishnan, Venkat R.

doi:10.1177/097168581001500207

Cited by 20 publications

(3 citation statements)

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“…Second, researchers may attempt to develop a scale that can be used to classify organisations as spiritually charged (or not). Measurement of spirituality in the workplace is an issue mentioned by several researchers (e.g., Mulla and Krishnan, 2009;Rai, forthcoming;Word, 2012). Such an exercise may help in untangling the relationship between individual and organisational spirituality which, according to Word (2012), is an important exercise.…”

Section: Discussionmentioning

confidence: 99%

“…Such individuals are expected to remain calm in all situations and surroundings regardless of whether the results/outcomes of their actions may be a success or failure, and behave in accordance with a uniform set of qualities irrespective of the environment they are placed in and the challenges that come along their path. Mulla and Krishnan (2009) use the term Karma-Yogi to define such individuals who are duty-oriented (which relates to the principle of Dharma) and indifferent to rewards (which relates to the principle of NK).…”

Section: What Is Spirituality?mentioning

confidence: 99%

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Management control in a spiritually-charged organisation

Kalagnanam

Venne

2015

IJICBM

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Recent research suggests that there is considerable interest among scholars to integrate spirituality into the workplace. One gap in the literature pertains to management control in organisations with a collection of spiritually-oriented employees (a spiritually-charged organisation); our paper fills this gap. This conceptual paper employs a hermeneutic methodology by reviewing and interpreting spiritual literature, applying selected concepts to the modern workplace and designing a management control system to align with the values of such organisations. It conceptualises spirituality from the perspectives of the important concepts of Dharma and Nishkama Karma. This paper offers the position that the management control process would be different in a spiritually-charged organisation where employees are likely to be intrinsically motivated and the firm's values and goals would appeal to the moral values of its employees. We argue that workplace spirituality should be considered an important contingency factor for organisational management, in particular related to managing with the concept of Dharma in mind. Finally, we discuss transformational leadership practices, such as inspiring a shared vision, which are consistent with the nature of such organisations.

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Section: Discussionmentioning

confidence: 99%

Section: What Is Spirituality?mentioning

confidence: 99%

Management control in a spiritually-charged organisation

Kalagnanam

Venne

2015

IJICBM

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“…Indian Psychology (characterized by a focus on inclusive spiritual growth perspective on human existence, drawing from philosophy and Eastern spirituality) has also contributed to the PP movement by conceptualizing meta-theoretical frameworks to further its goals. Professor Jadunath Sinha (1933) was one of the pioneers to contribute to the work on Indian Psychology with a contribution to PP, and this was further developed by various scholars (see, e.g., Bhawuk, 2011; Mulla & Krishnan, 2010; Pandey & Gupta, 2008; Pandey et al, 2022; Paranjpe, 1984, 1998; Rao et al, 2008; Salagame, 2014; Sinha, 2014).…”

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confidence: 99%