Zubin R Mulla
Biographic Data
| ID | 6591735 |
|---|---|
| NAME | Zubin R Mulla |
| GIVEN NAMES | Zubin R |
| FAMILY NAME | Mulla |
| SIGNATURE | MULLA Z R |
| AFFILIATIONS | Tata Institute of Social Sciences |
| ORCID | 0000-0002-4448-0830 |
| VERIFIED | Yes |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 3 |
| WORKS AS AUTHOR | 9 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2008 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
More Than What Meets the Eye
Corporate scandals that directly implicate chief executives persist in India even after a decade of post-Satyam governance reforms. Existing research has mainly focused on board structures and monitoring mechanisms, leaving the psychological makeup of chief executive officers (CEOs) underexplored. Drawing on the upper echelons theory (UET) and an exploratory and abductive approach, we analysed differences in personal values, motives and temporal …
The Gunas Personality Framework
Gunas personality framework is an inclusive and comprehensive personality framework. Every human being is composed of three gunas or fundamental elements —sattva (intelligence-stuff), rajas (energy-stuff), and tamas (mass-stuff). Some of the prior measures of gunas do not fully capture the content of this variable, and some are not suitable for contemporary use. We conceptualize gunas in terms of an individual’s attitude towards social issues and…
Love Is Not a Panacea
Love (in the agape form) forms the foundation of most leadership concepts and has been ignored in research. We respond to the debate on universal applicability of leadership forms by bringing followers into the spotlight through our examination of the interactive influence of loving (agape-based) and non-loving (non-agape-based) leadership styles and followers’ attachment dimensions (self-model and other-model) on follower outcomes. Two hundred a…
Whistleblowing and the ‘Person-Situation’ Conundrum
This article extends the knowledge on whistleblowing by studying the impact of two individual antecedents (moral foundations and personality traits) and two situational factors (ethical leadership and leader–member exchange) on whistleblowing intentions. We presented 203 management students with a situation and assessed their likelihood of whistleblowing. Model estimations found strong support for situational factors overpowering the individual f…
Transformational Leadership and Karma-Yoga
This article attempts to validate James MacGregor Burns’s hypothesis that transformational leaders raise followers to higher levels of morality. Morality in the Indian context is conceptualised 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 operationalised in the form of three dimensions, viz., duty-orientation, indifference to …
Transformational Leadership
In a study of 205 leader–follower pairs, we investigated the impact of the leader’s values and empathy on followers’ perception of transformational leadership and the effect of transformational leadership on followers’ values and empathy. The moderating effect of leader–follower relationship duration on the effect of transformational leadership on followers’ values and empathy was also investigated. We found that the leader’s values were related …
An exploration of the Indian mindset
Do Karma-Yogis Make Better Leaders
This article validates James MacGregor Burns’ hypothesis that moral development is a critical qualification of transformational leaders. In India, 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—duty-orientation, indifference to rewards, and equanimity—and constitutes a comprehensive model for moral development in the Indian…
Karma-Yoga, the Indian Work Ideal, and its Relationship with Empathy
Karma-Yoga, the technique of performing action such that the soul of the actor is not bound by the results of the action, constitutes the Indian work ideal. The relationship of Karma-Yoga with the dimensions of empathy was explored through a study done on 108 students in a postgraduate programme of business management. Karma-Yoga was found to be related to some dimensions of empathy. The results highlighted the differential impact of dimensions o…
Whistleblowing and the ‘Person-Situation’ Conundrum
This article extends the knowledge on whistleblowing by studying the impact of two individual antecedents (moral foundations and personality traits) and two situational factors (ethical leadership and leader–member exchange) on whistleblowing intentions. We presented 203 management students with a situation and assessed their likelihood of whistleblowing. Model estimations found strong support for situational factors overpowering the individual f…
Do Karma-Yogis Make Better Leaders
This article validates James MacGregor Burns’ hypothesis that moral development is a critical qualification of transformational leaders. In India, 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—duty-orientation, indifference to rewards, and equanimity—and constitutes a comprehensive model for moral development in the Indian…
Karma-Yoga, the Indian Work Ideal, and its Relationship with Empathy
Karma-Yoga, the technique of performing action such that the soul of the actor is not bound by the results of the action, constitutes the Indian work ideal. The relationship of Karma-Yoga with the dimensions of empathy was explored through a study done on 108 students in a postgraduate programme of business management. Karma-Yoga was found to be related to some dimensions of empathy. The results highlighted the differential impact of dimensions o…
Do Karma-Yogis Make Better Leaders
This article validates James MacGregor Burns’ hypothesis that moral development is a critical qualification of transformational leaders. In India, 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—duty-orientation, indifference to rewards, and equanimity—and constitutes a comprehensive model for moral development in the Indian…
An exploration of the Indian mindset
Transformational Leadership
In a study of 205 leader–follower pairs, we investigated the impact of the leader’s values and empathy on followers’ perception of transformational leadership and the effect of transformational leadership on followers’ values and empathy. The moderating effect of leader–follower relationship duration on the effect of transformational leadership on followers’ values and empathy was also investigated. We found that the leader’s values were related …
Transformational Leadership and Karma-Yoga
This article attempts to validate James MacGregor Burns’s hypothesis that transformational leaders raise followers to higher levels of morality. Morality in the Indian context is conceptualised 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 operationalised in the form of three dimensions, viz., duty-orientation, indifference to …
Whistleblowing and the ‘Person-Situation’ Conundrum
This article extends the knowledge on whistleblowing by studying the impact of two individual antecedents (moral foundations and personality traits) and two situational factors (ethical leadership and leader–member exchange) on whistleblowing intentions. We presented 203 management students with a situation and assessed their likelihood of whistleblowing. Model estimations found strong support for situational factors overpowering the individual f…
Love Is Not a Panacea
Love (in the agape form) forms the foundation of most leadership concepts and has been ignored in research. We respond to the debate on universal applicability of leadership forms by bringing followers into the spotlight through our examination of the interactive influence of loving (agape-based) and non-loving (non-agape-based) leadership styles and followers’ attachment dimensions (self-model and other-model) on follower outcomes. Two hundred a…
The Gunas Personality Framework
Gunas personality framework is an inclusive and comprehensive personality framework. Every human being is composed of three gunas or fundamental elements —sattva (intelligence-stuff), rajas (energy-stuff), and tamas (mass-stuff). Some of the prior measures of gunas do not fully capture the content of this variable, and some are not suitable for contemporary use. We conceptualize gunas in terms of an individual’s attitude towards social issues and…
More Than What Meets the Eye
Corporate scandals that directly implicate chief executives persist in India even after a decade of post-Satyam governance reforms. Existing research has mainly focused on board structures and monitoring mechanisms, leaving the psychological makeup of chief executive officers (CEOs) underexplored. Drawing on the upper echelons theory (UET) and an exploratory and abductive approach, we analysed differences in personal values, motives and temporal …
Psychology (8 works) · Social Psychology (8 works) · Social Psychology (8 works) · Theology (4 works) · Context (archaeology (3 works) · Cultural Differences and Values (3 works) · Karma (3 works) · Perception (3 works) · Philosophy (3 works) · Philosophy (3 works)