Venkat R. Krishnan
Conference Papers

54. Transformational leadership and leader’s belief in the law of Karma: Moderating role of leader’s optimism [with Nidhi Chadha & Gaurav Jain]. Yale-Great Lakes sixth international research conference, Chennai, Dec 2011.

Abstract. This paper reports an empirical study that looked at the relationship between leader’s optimism, leader’s belief in the law of Karma, and transformational leadership. It was hypothesized that leader’s optimism enhances the strength of the relationship between transformational leadership and leader’s belief in the law of Karma. Data were collected form four information technology organizations in India. Results show that transformational leadership is significantly positively related to leader’s optimism and leader’s belief in the law of Karma. The hypothesized moderating effect of leader’s optimism did not obtain support. This study is one in a growing line of research that attempts to draw relationships between core beliefs of Indian philosophy and transformational leadership.

53. Effects of beliefs in Indian philosophy: Paternalism and citizenship behaviors [with Zubin R. Mulla]. Eastern Academy of Management-International conference, IIM Bangalore, June 2011.

Abstract. We investigate the effects of beliefs in Indian philosophy (karma, atma, and moksha) on paternalism and citizenship behaviors. First, we studied the relationship between self-reported beliefs in Indian philosophy and sexism by studying a group of 257 students in a management institute. Second, we studied the relationship between self-reported beliefs in Indian philosophy and supervisor reported organizational citizenship behavior by studying a group of 205 leader-follower pairs from two large Indian organizations. We found that individuals who had a strong belief in Indian philosophy displayed attitudes of benevolent sexism (specifically paternalism) towards women and some citizenship behaviors.

52. Impact of transformational leadership on follower’s duty-orientation and oneness: Mediating role of empowerment. International Journal of Arts and Sciences Conference, Toronto, May 2011.

Abstract. This empirical study explores how transformational leadership contributes to the cultural ideals of a society by integrating work-life and personal life. Work-life is captured in this study by psychological empowerment’s two dimensions of meaning and competence. Personal life is captured by the Indian work ethic of Karma-Yoga (duty-orientation) and the Indian ideal of spirituality or salvation (oneness with others). A sample of 285 managers from a large manufacturing organization in India was used to study the relationship between transformational leadership and followers’ empowerment, duty-orientation, and oneness with others. Results of regression analyses show that empowerment partially mediates the effect of transformational leadership on followers’ duty-orientation (Karma-Yoga). Both transformational leadership and duty-orientation are positively related to oneness with others (spirituality).

51. Developing Karma-Yoga: An Indian approach to moral development [with Zubin R. Mulla]. Eighth AIMS International Conference on Management, IIM Ahmedabad, India, Jan 2011.

Abstract. Business school education must include models for ethics and moral development rooted in the culture. We propose Karma-Yoga, the technique of intelligent action discussed in the Bhagawad Gita as an Indian model for moral development. Karma-Yoga is conceptualized as made up of three dimensions viz. duty-orientation, indifference to rewards, and equanimity. Based on survey results from 459 respondents from two large Indian organizations, we show that the dimensions of Karma-Yoga are related to moral sensitivity, moral motivation, and moral character.

50. Impact of transformational leadership on follower's self-concept and empowerment [with Mahesh Balaji B]. Fifth annual international conference of Yale-Great Lakes Center for Management Research, Chennai, India, December 2010.

Abstract. The relationships between transformational leadership, followers’ self-concept, and follower empowerment were studied using a sample of 113 employees of a network marketing organization in southern India that employs only women. It was hypothesized that transformational leadership is positively related to follower empowerment and that this relationship is mediated by followers’ social identity. Results indicate that transformational leadership is positively related to both personal and social identity of followers. All four factors of followers’ psychological empowerment are positively related to transformational leadership and to followers’ personal and social identity. In addition, the relationship between transformational leadership and follower empowerment is mediated by followers’ social identity.

Abstract. A sample of 285 managers was used to study the mediating role of empowerment in the effect of transformational leadership on followers’ personal outcomes. Results show that empowerment mediates the effect of transformational leadership on followers’ meaning in life and subjective wellbeing.

48. Spirituality, values and transformational leadership: Relationship with identity and performance [with Niti Singh]. Annual conference of the Administrative Sciences Association of Canada, Regina (Canada), May 2010.

Abstract. Sample of 101 manager-subordinate dyads from a multinational banking corporation was used to show that transformational leadership was significantly positively related to self-transcendence values and spiritual beliefs of managers and this relationship was enhanced by self-enhancement values. Transformational leadership was also positively related to subordinates’ contextual, task and actual ratings of performance, and organizational identification.

Abstract. Transformational leadership involves addressing the real needs and not just the stated wants of followers. Student evaluations focus on the process and not the outcome of teaching; they help fulfill stated wants but not the real needs. This paper reports a study that used a pre-test post-test design to measure teaching effectiveness.

46. Leader’s femininity and transformational leadership: Mediating role of leader’s emotional intelligence [with Nithiya Loganathan]. Annual conference of the Administrative Sciences Association of Canada, Regina (Canada), May 2010.

Abstract. Using a sample of 110 doctor-nurse dyads and data collected from 5 hospitals in southern India, this study shows how leader’s gender (femininity and masculinity) and emotional intelligence affect transformational leadership. Results show that leader’s emotional intelligence mediates the relationship between leader’s femininity and transformational leadership. Masculinity is also positively correlated to emotional intelligence.

45. Is Karma-Yoga possible? Can we be hardworking without being ambitious? [with Zubin Mulla]. Indian Academy of Management conference, XLRI Jamshedpur, India, December 2009.

Abstract. Karma-Yoga implies being duty-oriented, being indifferent to the rewards, and being equally open to pleasure and pain. A commonly expressed doubt about Karma-Yoga is- how can we put in efforts without expecting any reward in return for our efforts? Using a modified list of Rokeach’s instrumental values, we investigate if 112 Indian students see any difference between the values "ambitious" and "hardworking." Additionally, we see if the extent of Karma-Yoga orientation determines the extent of to which individuals can distinguish amongst these two values. We find support for our suggestion that for individuals who are high on Karma-Yoga, "hardworking" will be more important than being "ambitious."

44. Impact of leader’s self-monitoring on transformational leadership and followers’ Karma-Yoga [with Ram H H]. Fourth annual international conference of Yale-Great Lakes Center for Management Research, Chennai, India, December 2009.

Abstract. Using a sample of 65 manager-subordinate dyads from various organizations across industry sectors, relationships between managers’ self-monitoring, transformational leadership, and subordinates’ Karma-Yoga (duty-orientation) were studied. It was hypothesized that manager’s self-monitoring is positively related to transformational leadership, self-monitoring and transformational leadership are positively related to subordinate’s Karma-Yoga, and self-monitoring enhances the relationship between transformational leadership and Karma-Yoga. Results show that self-monitoring is positively related to transformational leadership, and transformational leadership is positively related to subordinates’ Karma-Yoga in case of male followers. Self-monitoring is not related to Karma-Yoga and self-monitoring does not moderate the relationship between transformational leadership and Karma-Yoga. Also, manager-rated Karma-Yoga of subordinates does not show any relationship with either self-monitoring or with transformational leadership.

43. Do transformational leaders raise followers to higher levels of morality? Validating James Macgregor Burns' hypothesis in the Indian context using Karma-Yoga [with Zubin Mulla]. Annual conference of the Administrative Sciences Association of Canada, Niagara Falls (Canada), June 2009.

Abstract. Using a sample of 329 executives in India, this study shows that transformational leadership is positively related to two dimensions of followers’ Karma-Yoga or moral development—duty-orientation, and indifference to rewards. Duration of leader-follower relationship moderates the effect on both the dimensions of Karma-Yoga, and frequency of leader-follower interaction moderates the effect on duty-orientation.

42. Effect of follower characteristics on transformational leadership: role of follower's gender [with Rachna Devraj]. Annual conference of the Administrative Sciences Association of Canada, Niagara Falls (Canada), June 2009.

Abstract. Drawing a sample of 116 employees from three industries in India, the study uses structural equations modeling to show that follower’s self-monitoring and social identity enhance follower femininity, and follower femininity enhances transformational leadership, which in turn enhances follower self-efficacy. Followers’ femininity partially mediates the relationship between followers’ social identity and transformational leadership.

41. Do Karma-Yogis make better leaders? Exploring the relationship between the leader's Karma-Yoga and transformational leadership [with Zubin Mulla]. Third annual international conference of Yale-Great Lakes Center for Management Research, Chennai, India, December 2008.

Abstract. This paper validates James MacGregor Burns' hypothesis that moral development is a critical qualification of transformational leaders. Morality is conceptualized as Karma-Yoga, a technique for performing actions such that the soul is not bound by the results of the actions. Karma-Yoga has three dimensions viz. duty-orientation, indifference to rewards, and equanimity. We studied 205 leader-follower pairs to investigate the impact of leader's Karma-Yoga and follower's belief in Indian philosophy on the follower's perception of transformational leadership. We found that leader's duty-orientation was related to leader's charisma and inspirational motivation. The relationship was strengthened when follower's belief in Indian philosophy was high. The findings support a model of Indian transformational leadership built on the fundamental beliefs in Indian philosophy and duty-orientation.

40. Employer branding and organizational commitment: Role of transformational leadership [with Rashmi Uday Bhat]. Third annual international conference of Yale-Great Lakes Center for Management Research, Chennai, India, December 2008.

Abstract. Impact of transformational leadership and employer branding on affective, continuance, and normative commitment was studied using 120 IT professionals in India. The results show that employer branding had a positive correlation with normative and affective commitment. Transformational leadership appears to have no direct effect on commitment in IT sector. Also transformational leadership did not show any correlation with employer branding.

39. Effect of transformational leadership on organizational commitment in China, India, and U.S. [with Sudha Ramachandran]. Annual conference of the Administrative Sciences Association of Canada, Halifax (Canada), May 2008.

Abstract. Using a sample of 98 employees working in U.S., India, and China, the study shows that affective and normative commitment are positively related to transformational leadership. Normative commitment is higher in India-China combined than in the U.S. Transformational leadership is positively related to normative commitment in India and China but not in the U.S. and to affective commitment in the U.S. and India but not in China.

38. Transformational leadership and follower's organizational commitment: Role of leader's gender [with Shikha Pahwa]. Annual conference of the Administrative Sciences Association of Canada, Halifax (Canada), May 2008.

Abstract. This experimental study investigated the impact of leader's gender on transformational leadership and follower's organizational commitment (affective, continuance, and normative), using a sample of 84 managers. Results show that masculinity enhances normative commitment and androgyny enhances continuance commitment. Further, transformational leadership enhances affective commitment if the leader is masculine and continuance commitment if the leader is androgynous.

37. Impact of spirituality on emotional intelligence and transformational leadership [with Gayathri Balappa]. Second annual international conference of Yale-Great Lakes Center for Management Research, Chennai, India, December 2007.

Abstract. This study looks at the relationships between spirituality, emotional intelligence, and transformational leadership. A scale to measure spirituality was developed for the study. The sample consisted of 111 working professionals in a metropolitan city in south India with a minimum work experience of one year. Spirituality, four dimensions of emotional intelligence, and transformational leadership were measured using a survey. Results indicate that emotional intelligence is positively related to transformational leadership. Moderate support is found for a positive relationship between spirituality and emotional intelligence and no support is found for any relationship between spirituality and transformational leadership.

36. Do transformational leaders raise followers to higher levels of morality? Validating James MacGregor Burns' hypothesis in the Indian context using Karma-Yoga [with Zubin R. Mulla]. 12th edition of the APROS colloquium, Management Development Institute, Gurgaon, India, December 2007.

Abstract. This paper attempts to validate James MacGregor Burns' hypothesis that transformational leaders raise followers to higher levels of morality. Morality in the Indian context is conceptualized as Karma-Yoga, the Indian work ideal. Karma-Yoga is defined as a technique for performing actions such that the soul is not bound by the results of the actions and is operationalized in the form of three dimensions viz. duty-orientation, indifference to rewards, and equanimity. We hypothesize that transformational leaders move followers towards the Indian work ideal, i.e. Karma-Yoga and this relationship is moderated by the duration of the leader-follower relationship and the frequency of leader-follower interaction. We studied 101 working executives in India who were participants in several management development programmes. Respondents completed a self-report questionnaire on the three dimensions of Karma-Yoga and reported on their leaders' transformational leadership. Regression analysis shows that, when the duration of the leader-follower relationship is more than six months, transformational leadership enhances followers' duty-orientation, which is the central dimension of Karma-Yoga. Further research is needed on larger samples with longer duration of leader-follower relationships and using different models of moral development to validate Burns' hypothesis fully.

35. Karma-Yoga, the Indian work ideal and its relationship with empathy [with Zubin R. Mulla]. AIMS annual convention, IIM Kolkata, August 2007.

Abstract. The relationship of Karma-Yoga with the dimensions of empathy was explored through a study done on 108 students. Karma-Yoga was found to be related to some dimensions of empathy. The results highlighted the differential impact of dimensions of empathy. Empathic concern was found to be related to Karma-Yoga only for those individuals who were low on personal distress. For individuals high on personal distress empathic concern was not related to Karma-Yoga. Findings indicate that Karma-Yoga is very similar to altruism motivation in the Indian context. Implications for practice are discussed.

34. Impact of gender and transformational leadership on ethical behaviors [with Preethy Balasubramanian]. Annual conference of the Administrative Sciences Association of Canada, Ottawa (Ontario), June 2007.

Abstract. Using a sample of 102 managers from a large nationalized bank in India, the study shows that leader's femininity enhances transformational leadership and masculinity explains additional variance. Femininity, masculinity, and transformational leadership are positively related to leader's ethical behaviors. Femininity reduces the effect of transformational leadership on ethical behaviors.

33. Role of transformational leadership and leader's power in enhancing follower's psychological empowerment. Annual conference of the Administrative Sciences Association of Canada, Ottawa (Ontario), June 2007.

Abstract. The study used a sample of 353 managers to show that leader's power enhances the effect of transformational leadership on follower's psychological empowerment. Results also show that follower's overestimation of transformational leadership compared to the leader's self-rating enhances the effect of leader's power on follower's psychological empowerment.

32. Impact of gender and ethics on transformational leadership [with Preethy Balasubramanian]. Fourth AIMS International Conference on Management, IIM Indore, December 2006.

31. Impact of leader self-sacrifice and altruism on transformational leadership, collective identity and performance [with Niti Singh]. Annual conference of the Yale-Great Lakes Center for Management Research, Chennai, India, December 2006.

Abstract. This paper attempts to arrive at the roots of process variables that give rise to perceptions of transformational leadership by distinguishing between self-sacrifice and altruism, and shows how they differentially affect transformational leadership. Results from a cross-sectional survey involving working managers (n = 127) and a scenario experiment (n = 161) done with business students, yielded consistent evidence that altruism is a better predictor of transformational leadership than self-sacrifice. The hypothesis that self-sacrifice would enhance the effect of altruism on transformational leadership did not obtain support. Findings also showed that transformational leadership leads to followers’ enhanced perception of collective identity and performance. Implications of the results are discussed and future directions for research are proposed.

30. Karma yoga: Construct validation using value systems and emotional intelligence [with Zubin R. Mulla]. Annual conference of the Yale-Great Lakes Center for Management Research, Chennai, India, December 2006.

Abstract. The construct of karma yoga was validated using value systems and emotional intelligence in two studies. The first study on a group of 60 executives found that that the essence of karma yoga is a sense of duty or obligation towards others and that believing in the law of karma, existence of a soul, and salvation lead to karma yoga. Individuals who rated high on karma yoga preferred other oriented terminal values such as "a world at peace" as compared to self-oriented terminal values such as "mature love". On the other hand, individuals who rated low on karma yoga showed exactly the opposite preference. High karma yoga individuals rated moral values like being "responsible" and being "obedient" significantly higher than low karma yoga individuals. The second study on a group of 37 students found that karma yoga was highly correlated with emotional intelligence.

29. Impact of leader self-sacrifice and altruism on transformational leadership, collective identity and performance [with Niti Singh]. Annual meeting of the Academy of Management, Atlanta, August 2006.

28. Transformational leadership and altruism: Role of power distance in a high power distance culture [with Ankush Punj]. Annual conference of the Administrative Sciences Association of Canada, Banff (Alberta), June 2006.

27. Does management education make students better actors? A longitudinal study of change in values and self-monitoring. Annual conference of the Administrative Sciences Association of Canada, Banff (Alberta), June 2006.

26. Transformational leadership in India: Developing and validating a new scale using grounded theory approach [with Niti Singh]. Annual conference of the Administrative Sciences Association of Canada, Banff (Alberta), June 2006.

Abstract. This research developed and validated a measure of transformational leadership in India using three studies. We followed grounded theory approach for generating the initial item-pool (n=250). In the second study (n=379) a six-factor model emerged after an exploratory as well as confirmatory factor analysis was done. The factors show support for both universal and unique cultural dimensions. In the third study (n=202; 101 dyads) we found support for sound psychometric properties for the new scale, including incremental validity.

25. Influence tactics in India: Effects of agent's values and perceived values of target. Australian and New Zealand Academy of Management conference, Canberra, December 2005.

24. Toward a better understanding of transformational leadership: Differentiating between altruism and self-sacrifice [with Niti Singh]. Australian and New Zealand Academy of Management conference, Canberra, December 2005.

23. Transformational leadership, aspects of self-concept, and needs of followers [with Anubhuti Sharma]. Australian and New Zealand Academy of Management conference, Canberra, December 2005.

22. Strategic HRM and firm performance: Effect of transformational leadership [with Surabhi Loshali]. Annual International Conference on Management (NICOM), Institute of Management, Nirma University, Ahmedabad, Jan 2005.

Abstract. Transformational leadership enhances organizational commitment amongst the employees and aligns individual goals towards common corporate level objectives. This is an empirical study where the effect of strategic HR and transformational leadership on firm performance was studied using a sample of 121 full time managers and part-time management students (112 male and 9 females) working in different business sectors with an average age of 30 years and experience ranging from 1 to 5 years. The average leader-follower relationship studied was of 2.8 years. Both strategic HR and transformational leadership are significantly positively related to firm performance. Strategic HR is the best predictor of firm performance. Neither charisma nor intellectual stimulation explained significant amount of additional variance in firm performance.

21. Strategic HRM and transformational leadership: Effect on firm performance [with Surabhi Loshali]. Second AIMS International Conference on Management, Indian Institute of Management, Calcutta, Dec 2004.

Abstract. Integrated and strategically aligned Human Resource Management (HRM) enhances the support and implementation of the business strategic plan. For this, there should also be a positive employee perception towards these strategically aligned HR practices. In this perspective, the organizations with transformational leadership tend to perform better by inculcating a favorable employee perception towards the key intent of aligned HR practices. This paper proposes that strategic HR leads to better organizational performance--captured by return on investment, market growth, and sales growth--that could further be enhanced by developing positive employee perception through transformational leadership within the organization.

20. Structural empowerment and academic performance of public school districts [with Jeffrey B. Arthur & Steven C. Currall]. 64th annual meeting of the Academy of Management, New Orleans, Louisiana, Aug 2004.

Abstract. In this study, we evaluate the effect of organizational-level empowerment policies on student performance in public school districts (measured by average student passing rates on standardized tests given to all 3rd, 5th, and 8th grade students). Structural empowerment, in this case, refers to school district policies that allow elementary and secondary school teachers to have decision-making authority over issues related to teaching material and curriculum. We test hypotheses on the direct effect of structural empowerment, as well as intermediate effects of teacher job satisfaction and education level, on performance by combining organizational- and individual-level data for a sample of seventy-five public school districts in Pennsylvania. We address calls in both the macro-human resource management and education literatures for more methodologically rigorous tests of the link between empowerment-based programs and organizational performance by testing our model with data from multiple levels of analysis, using measures based on multiple respondents and objective performance outcomes. The results provide strong support for the positive effect of structural empowerment policies on student performance. We also find support for the moderating effect of teacher education level and the indirect effect of teacher job satisfaction in our model. These results are seen as providing important guidance to administrators, union leaders, and public policy makers about what can be done to improve the performance of our public schools.

19. Modernization without demolishing cultural roots: The role of transformational leadership. Conference on "Culture and the State: Past, Present, and Future," University of Alberta, Edmonton, May 2003.

18. Do business schools change students' values along desirable lines? A longitudinal study. Sixth International Conference on Social Values, Department of Educational Studies, University of Oxford, July 2002.

17. Basic nature of transformational leaders: Impact on devotion to work [with Jayanth Narayanan]. 29th annual conference of the Administrative Sciences Association of Canada, London (Ontario), May 2001.

16. Impact of management education on students' value systems: A longitudinal study. 29th annual conference of the Administrative Sciences Association of Canada, London (Ontario), May 2001.

15. Transformational leadership and organizational structure: Role of values-based leadership [with Garima Garg]. 1st national seminar on "Leadership and Human Values: Creating a Global Context for Value-Based Leadership," Center for Leadership & Human Values, IIM Lucknow, India, 12-14 April 2001.

14. Burns' (1978) conceptualization of moral leadership: An empirical exploration. Conference on "Developing Leaders, Teams and Organisations," Management Development Institute, Gurgaon, India, December 2000.

13. Pygmalion effect and readiness for promotion: The role of transformational leadership [with Alpana Priyabhashini]. Conference on "Developing Leaders, Teams and Organisations," Management Development Institute, Gurgaon, India, December 2000.

12. Training programs on leadership: Do they really make a difference? Seminar on Modern Practices in HRM, IIT Delhi, India, September 2000.

11. Managerial reputation, incentives and voluntary corporate restructuring [with Ranjini Sivakumar]. Annual meeting of the Northern Finance Association, Waterloo, Ontario, September 2000.

10. Consideration, initiating structure, and transformational leadership: The role of gender [with Aashiana H. Mulla-Feroze]. 37th annual meeting of the Eastern Academy of Management, Danvers, Massachusetts, May 2000.

9. Effects of Vedic values on transformational leadership. 28th Conference on Value Inquiry, Beaumont, Texas, April 2000.

8. Value systems of transformational leaders: An empirical investigation. 28th Conference on Value Inquiry, Beaumont, Texas, April 2000.

7. Transformational leadership and decision making styles [with Anuradha Tambe]. Second International Conference on Business and Management, Ahmedabad, India, January 2000.

6. Transactional and transformational leadership: An examination of Bass's (1985) conceptualization in the Indian context [with Ekkirala S. Srinivas]. Asia Academy of Management meeting, Hong Kong, December 1998.

Abstract. Bass (1985) proposed a five-factor model of transactional and transformational leadership. A study of 337 managers revealed that a different set of six factors forms the basis of transactional and transformational leadership in the Indian context. The relationship between the six factors and certain outcome variables was also studied.

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5. Transformational leadership and value system congruence of subordinates. 58th annual meeting of the Academy of Management, San Diego, California, August 1998.

4. Influencing the transformational leader: Strategies used by followers. 16th annual conference of the Association of Management and the International Association of Management, Chicago, August 1998.

3. Value-based training for organizational excellence. National seminar on "Training beyond 2000 AD: Challenges Ahead," Shavak Nanavati Technical Institute, Jamshedpur, India, April 1997.

2. Employee involvement and organizational effectiveness in public school districts [with Steven C. Currall & Gerard L. Brandon]. Industrial Relations Research Association meeting, Washington, DC, January 1995.

1. Perspective-taking ability by management and union representatives: A field study [with Steven C. Currall]. Industrial Relations Research Association meeting, Anaheim, California, January 1993.

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