Chapter 6

SUMMARY OF FINDINGS,
CONCLUSIONS AND
SUGGESTIONS
 Chapter 6

SUMMARY OF FINDINGS, CONCLUSIONS AND

SUGGESTIONS
6.1. SUMMARY
The thesis was divided into the following chapters:
1. Introduction
2. Review of Literature
3. Research Methodology
4. Data Analysis and Interpretation
5. Content analysis
6. Summary of findings, conclusions and suggestions
6.1.1 Introduction
Chapter 1 relates to the introduction and the introduction to the research study
in particular. It talks about the historical background of the Bhagavad Gita and the
interpretation of the Gita as a metaphor in the moral and ethical struggles of human
life, along with the fact that the Bhagavad Gita prescribes ways to manage one‟s self
in the job thereby increasing productivity and efficiency.
The Self-management concepts of the Gita,in particular the three
namely:,Stitapragya,Sattvik Guna and Nishkam Karma have been outlined and
explained along with their Sanskrit verses from the Bhagavad Gita.
This chapter also discusses management and its perspectives have been
discussed, in particular the importance of Self-management skills that are essential in
honing the Leadership, Communication and, Motivation and Decision Making
quotient of the corporate world. The importance of Leadership along with its associate
processes namely: Communication, Motivation and Decision making have been
outlined and discussed in detail in this chapter. The need and importance of the study
in reference to Leadership in the corporate world, the research gap along with
objectives of the study form part of the Introduction Chapter.
6.1.2 Review of Literature
Chapter 2 provides an exhaustive review of existing literature. The review of
literature as been done in the light of the important objectives of the study.

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 An extensive review of scholarly articles on the concepts of the study
was undertaken to understand the different perspectives and research outcomes of sev
eral studies linking the Bhagavad Gita and Management in particular.
The review of literature commences with the need for indigenous research in
management. This is followed by the review of literature on the Bhagavad Gita. The
period classification of Indian history viz. Vedika, Hindika and Indika as suggested by
Prof Subhash Sharma, in his book New Mantras in Corporate Corridors, 2007 was
adopted as the framework for this particular review. Therefore, review of the Gita
from the ancient period to the medieval and Bhakti period followed by the freedom
struggle and post-independence period has been discussed in great detail.
The fact that the Gita has its roots in Indian Psychological concepts is also
reviewed in this Chapter. The conceptual foundations of the Gita have of late inspired
many scholars and researchers to further work on Gita and Management. This has also
been extensively reviewed in this Chapter. Table 2.1 highlights the work of the
authors in the area of Gita and Management along with the key ideas of management.
6.1.3 Research Methodology
Chapter 3 relates to the description of the research methodology as well as
rationale of the study and its objectives. The study is both exploratory and descriptive
in nature. The concepts of the Gita namely: Stitapragya, Sattvik Guna, and Nishkam
Karma were dealt with intensively and thoroughly so as to build instruments for
their reliable and valid measurements.
The chapter also discusses the Research design adopted for the study.
Accordingly, the research uses the triadic model rooted in (1) Bibilometric analysis of
existing academic literature and articles written by practitioners, (2) Qualitative
analysis of assessment of academicians with respect to relevance of Gita for
Management (3) An empirical study of managers and leaders in the corporate world.
In the case of the Gita, concepts of Stitapragya, Sattvik Guna, and Nishkam
Karma, constructs were defined and given a conceptual meaning by extensive study
of literature of around 100 papers. Apart from this, insights were gained from around
30 academicians and 15 corporate practitioners on the relevance of Gita in
management.
These variables were then operationalized by creating appropriate questions
for them under their relevant dimensions after a discussion with academicians and
corporate practitioners on the relevance of Gita in management.

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 The instrument was tested for validity and reliability. The validity of the
constructs was determined by administering the questionnaire of the pilot study along
with the details of the study and the conceptual framework to a panel of 7 experts who
were from the fields of Psychology, Statistics, Bhagavad Gita and Management.
These constructs were then treated as variables. Accordingly, the study has 4
independent variables viz. Stitapragya, Sattvik Guna, Nishkam Karma and HQD and
1 dependent variable i.e. Leadership.
A pilot study was conducted amongst 30 respondents of middle and upper
management to get a feel of the questionnaire that comprised 55 questions. The pilot
study was subjected to a Cronbach alpha test for reliability and the internal
consistency of the items to measure a construct. The score of the Cronbach alpha was
0.84 which proved that the instrument was reliable and now it could be administered
full scale to the target sample of 400 corporate practioners. After the test of reliability
Cronbach alpha, and a score of 0.84, the number of questions was reduced to 46.
6.1.4. Results and Discussion
Analysis of the demographics with respect to Age revealed that a demographic
characteristic of most of the respondents (127 subjects i.e., middle age group) falls in
the age group 30 to 40 years. Employees of the age group 30-40 years followed by the
age group- 20-30 years (the Millennials) have now begun to take control in the
workplace. Now stepping into their early 30s and late 20s respectively, the oldest
members of the generation in these age brackets respectively have started to take
more leadership positions in organizations. This is attributed to their natural
tendencies thinking, and a strong sense of direction and leadership. According to Jon
Warner and Anne Sandberg, 2010, the productivity of employees in the age bracket
30-40 years, also known as the Generation X is characterized by a lot of action and
movement. With opportunities abundant, those with leadership aspirations move up
the corporate ladder. They demonstrate collaborative and communicative qualities. As
the „Boomer‟s move from organizations, the Generation X employees should be
taking over key roles.
Analysis of the demographics with respect to Gender revealed that majority of
respondents of the study was males. It is a general observation that when it comes to
the senior positions in companies, women are particularly under-represented. This is
despite increasing number of women graduating with high degrees, having at par
intelligence and capability and equal levels of aspirations. In an age where companies

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are losing talent, gender diversity is getting a foothold in many organizations as part
of their strategic initiatives.
According to the Economic Times, even as the country ranks fifth lowest in
having women in such roles, India‟s ranking in gender diversity has improved with
the representation of women in top leadership positions rising to 20 per cent in 2018.
As per the report, there has been a steady growth in women in leadership positions
from 17 per cent last year to 20 per cent in 2018. This number stood at 14 per cent in
2014.
Analysis of the demographics with respect to Religion revealed that majority
of respondents were from the Hindu religion followed by members of other religions
like Christianity, Muslims and other religions.
An age-wise summary of the awareness levels of the Bhagavad Gita indicates
that the age group 30-40 years scored a maximum of 29.3% with respect to its
members having read and implemented the Gita. This was followed by 26.8% in the
age groups 20-30 years and 50-60 years respectively. Age groups 40-50 years and 60-
70 years reveal that only 17.1% and 0% respectively have read and implemented the
Gita.
With respect to having heard and exposed to the concepts of the Gita, the age
group 40-50 years scored a maximum of 36.9% followed by the age group- 30-40
years with a maximum of 33.3%. Age groups 50-60 years and 20-30 years scored
15.3% and 13.5 % respectively. The age group 60-70 years had only 0.9% of
members who had heard and were exposed to the concepts of the Gita.
This analysis indicates that with rising levels of stress, people reach to ancient
Indian texts like The Bhagavad Gita that contain timeless and contemporary messages
for the self and for gaining peace of mind.
Besides this, the concepts of the Gita have also gained in-roads in conscious
ways in corporates. According to the Business Week, that while it used to fashionable
in management circles once upon a time to quote Chinese classics, the trend is the
more introspective Bhagavad Gita. The concepts of the Gita resonate more with its
Western counterparts like Emotional Intelligence and Servant Leadership.
Training programs for corporates and budding corporate managers include
Indian Philosophy in particular, anecdotes, stories and parables from the Gita for self-
improvement and self-mastery thereby boosting their leadership skills. In this way,
awareness levels of the concepts of the Gita have improved amongst the corporates.

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 A Gender-wise summary of the awareness of the Bhagavad Gita showed that
69.2% of male respondents had read and implemented the Gita and 76.10 % of them
had heard and were exposed to the concepts of the Gita. On the other hand, 30.8%
female respondents had read and implemented the concepts of the Gita and 23.9% had
heard and were exposed to the concepts of the Gita.
A Religion-wise analysis of the awareness of the Bhagavad Gita showed that
amongst the Atheists, 21.9% had read and implemented the Gita concepts and 16.3%
had heard and were exposed to the concepts. Amongst the Hindus, 71.9% had read
and implemented the Gita concepts and 74.4% had heard and were exposed to the
Gita concepts. Amongst Christians, 6.2 % had read and implemented the Gita
concepts and 3.5 % had heard and were exposed to the Gita concepts. Amongst the
Muslims, 0% had read and implemented the Gita concepts and 2.3 % had heard
and were exposed to the Gita concepts. Amongst the Jains 0% had read and
implemented the Gita concepts and 3.5 % had heard and were exposed to the Gita
concepts. Amongst the Parsis 0% had read and implemented the Gita concepts and
0% had heard and were exposed to the Gita concepts. Amongst the other religions 0%
had read and implemented the Gita concepts and 0% had heard and were exposed to
the Gita concepts.
The regression analysis was used to understand how the multiple independent
variables relate to the dependent variable. It shows that:
Leadership is dependent on at least one of the independent variables and that there is
significant prediction of Leadership by variables Stitapragya, Nishkam Karma and
HQD.
Regression equation is: Leadership = .249 + .140*(Stitapragya score) + .001 (Sattvik
Guna score) + .065 (Nishkam Karma score) +.759 (HQD score)

There is high positive relation between T1 leadership and the independent variables of
Stitapragya, Sattvik Guna, Nishkam Karma, and HQD.
Stitapragya, Nishkam Karma and HQD have a significant impact on T1 Leadership.

Regression Equation is: Y= 0.687 + 0.459 (Stitapragya) + 0.192 (Nishkam Karma) and
+ 0.738 (HQD).

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 There is high positive relation between T2 Leadership and the independent
variables of Stitapragya, Sattvik Guna, Nishkam Karma, and HQD.
Stitapragya, Sattvik Guna, Nishkam Karma and HQD have a significant impact on T2
Leadership.

Regression Equation: Y= 1.035 + 0.512 (Stitapragya) + 0.146 (Sattvik Guna) + 0.161

(Nishkam Karma) and + 1.203 (HQD).

There is high positive relation between T3 Leadership and the independent

variables of Stitapragya, Sattvik Guna, Nishkam Karma, and HQD.Nishkam Karma
and HQD have a significant impact on T3 Leadership.
Regression Equation: Y= 0.567 + 0.689 (Nishkam Karma) and + 4.116 (HQD)

There is high positive relation between T1 Communication and the

independent variables of Stitapragya, Sattvik Guna, Nishkam Karma, and
HQD.Stitapragya, Nishkam Karma, and HQD have a significant impact on T1
Communication.
Regression Equation= -0.153 + 0.251 (Stitapragya) + 0.165 (Nishkam Karma) and +
0.809 (HQD).

There is high positive relation between T2 Communication and the independent

variables of Stitapragya, Sattvik Guna, Nishkam Karma, and HQD. Nishkam Karma
and HQD have a significant impact on T2 Communication.

Regression Equation: Y= -0.616 + 0.283 (Nishkam Karma) and + 1.624 (HQD).

There is high positive relation between T3 Communication and the

independent variables of Stitapragya, Sattvik Guna, Nishkam Karma, and
HQD.Nishkam Karma and HQD have a significant impact on T3 Communication.

Regression Equation: Y= 1.254 + 1.038 (Nishkam Karma) and + 6.673 (HQD).

There is high positive relation between T1 Motivation and the independent

variables of Stitapragya, Sattvik Guna, Nishkam Karma, and HQD.Nishkam Karma
and HQD have significant impact on T1 Motivation.
Regression Equation: Y= -0.164 + 0.158 (Nishkam Karma) and + 0.790 (HQD).

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 There is high positive relation between T2 motivation and the independent
variables of Stitapragya, Sattvik Guna, Nishkam Karma and HQD, Stitapragya,
Nishkam Karma and HQD have significant impact on T2 Motivation.

Regression Equation: Y= -0.296 + 0.331 (Stitapragya) + 0.242 (Nishkam Karma) and +

1.433 (HQD)

There is high positive relation between T1 Decision making the independent

variables of Stitapragya, Sattvik Guna, Nishkam Karma and HQD, Stitapragya and
HQD have significant impact on T1 Decision making.

Regression Equation: Y= 2.098 + 0.997 (Stitapragya) and + 0.587 (HQD).

That there is high positive relation between T2 Decision making the

independent variables of Nishkam Karma and HQD.Stitapragya, Sattvik Guna and
HQD have a significant impact on T2 Decision making.

Regression Equation: Y= -2.193 + 1.192 (Stitapragya) + 0.280 (Sattvik Guna) and +

0.551 (HQD)

There is high positive relation between the T3 decision making the

independent variables of Stitapragya Sattvik Guna, Nishkam Karma and HQD.
Sattvik Guna, Nishkam Karma and HQD have a significant impact on T3 Decision
making.

Regression Equation: Y= --0.120 + 0.170 (Sattvik Guna) + 0.341 (Nishkam Karma)

and + 1.56 (HQD).
Varimax rotation method resulted in 8 most important factors, which
explained about 60.29% of total variance.
The first rotated factor contained positive factor loading on 30 items and
explained 32.01 of the total variance with rotation sums of squared loadings value of
14.72. The items focused on Extra mile, synergy, communication, respect, fairness,
effectiveness, self-inspiration, adaptability, virtuosity and humility and thus the factor
was labeled as “Sattvic Leadership”.
The second rotated factor had two items and explained 6.61% of the total
variance with rotation sums of squared value of 2.58. These items focused on

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“Criticism handling” and accordingly second factor is labelled as “Criticism handling
approach”.
The third rotated factor had five items and explained 4.38% of the total
variance with rotation sums of squared value of 2.01. This factor represented
Emotional Intelligence and could be termed as “Stitapragya-Like Leadership”
The fourth rotated factor had two items and explained 3.88% of the total
variance with rotation sums of squared value of 1.78. These items focused on Quality,
Balanced temperament and could be marked as “Mind Balancing attitude”.
The fifth rotated factor had two items that explained 3.80% of the total
variance with rotation sums of squared value of 1.78. This factor represented the
Risk-averseness and is labeleld as “Risk averse behavior” .
The sixth rotated factor contained positive factor loading on five items and
explained 3.80 of the total variance with rotation sums of squared loadings value of
1.74. The items focused on Communication, Motivation and Decision Making and
thus the factor was coined as “Sattvik LCM: Sattvik Leadership, Communication, and
Motivation”.
The seventh rotated factor had three items and factor explained 3.78% of the
total variance with rotation sums of squared value of 1.74. These items focused on
Diplomacy and could be marked as “Diplomatic approach”.
The eighth rotated factor included two items which explained 3.00 of the total
variance with 1.38 as rotation sums of squared value. The contents of these items
showed Balanced temperament, Emotional Intelligence which could be termed
“Balancing approach“.
6.1.5. Content Analysis
This chapter details the qualitative study which was undertaken as part of the
research study. The objective of the qualitative study was to gain perspectives from
academicians and corporate practitioners alike on the relevance of Gita in
Management. The key idea was to enable the constructs of the study to come out in
the course of the exploratory study. The methodology for this was by conducting
qualitative study in the form of interviews (administered both in telephonic, face to
face and through emails) amongst 30 academicians and 15 corporate practitioners.
Separate questions were framed for both sets of respondents The data received was
subject to content analysis by the researcher. For each question, clusters/themes were

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identified. A summary of the academicians and corporate‟s perspectives under the
respective themes is given below in the form of content analysis.
Respondents opined that Spirituality quotient is very important for a manager
as there is only focus on profits and less on the individuals. According to them, the
managers or leaders needed to move beyond only numbers and look at the bigger
picture of discovering purpose.
In this context, they answered that the Bhagavad Gita is eternally relevant as it talks
about how to lead a moral life, improving relationships and searching for a higher
purpose.
According to them, it is a treatise on management and helps to prepare oneself
in a volatile environment. Karma Yoga stood out as a major dimension of the Gita
which according to the respondents was relevant in the context of management. Being
action oriented according to them was important and that when there is a job to do, do
the job right and not think too much of the consequences. Other aspects of the
Bhagavad Gita that came out as increasingly relevant from the perspective of
management were: People Management, Stress Management, Team management,
Discovering purpose, looking at the bigger purpose, detached action, values and
ethics.
Respondents agreed that that the Gita should be incorporated in the curriculum
of B-schools as developing wisdom is definitely needed in a management program
and that the Gita teaches one how to face the realities and challenges of life. However,
it would be in the larger interest if it‟s not branded as the Bhagavad Gita but as a
course where the essence of the Gita and that of all other scriptures could be distilled
and woven into principles of management through mythological stories etc.
6.2 THE GITA MANAGEMENT MODEL

This research is leading to a new perspective of the Gita model of

management. This research focuses on Self and Self- Management leading to better
leadership processes. There are four important concepts of the Gita model emerging
from the study: Stitapragya, Sattvik Guna, Nishkam Karma and HQD.
The Gita model of management as derived from this research can be further
refined in terms of four models viz. „MBA‟ model, OSHA model, Thought-Action (T-
A) model and Negergy-Synergy axis model, as proposed by Prof Subhash Sharma in
his book, Management in New Age; Western Windows Eastern Doors (1996).

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 The MBA model (Manas, Buddhi and Ahamkaar) is suggested by him for
decision-making and interactive-cum-transaction analysis. When Manas, Buddhi,
Ahamkaar are properly controlled, it leads to Stitapragya- like state of mind.
The OSHA model is a model of human behaviour and action in terms of
Oneness (O), Spiritual (S), Human (H) and Animalistic/ Aggressive (A) aspects and
broadly corresponds to the Triguna theory which is rooted in the Bhagavad Gita. The
Trigunas are the three Gunas i.e. Sattva, Rajas and Tamas that dominate and
constitute the mental make-up of an individual. When there is transformation from
tamas/ aggression to Sattva. a person becomes dominant in Sattva Guna.

The T-A model stands for Thought-Action (T-A) profile of an individual.

When Thought Action is positive, a person moves in the direction of Nishkam karma.
Positive T-A leads to good governance and good management at the individual,
organisational and the societal level.
Negergy (Negative energy) Synergy axis model as an HQD model suggests
the need for transformation from negative energy to synergy at individual, team and
organizational levels.
Thus the independent variables identified in this research viz. Stitapragya,
Sattvik Guna, Nishkam Karma and HQD correspond to four models viz. „MBA‟
model, OSHA model, Thought-Action (T-A) model and Negergy-Synergy model.
These models can be considered as foundational models of “Corporate Gita” i.e. Gita
in Corporate Context.

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Figure 6.1 depicts this model.

The Gita Management Model

The Gita Management Model

STITPRAGYA-LIKE SATTVIK GUNA NISHKAM

KARMA HQD

MBA Model OSHA Model T-A Model

Negergy-Synergy Grid

Figure: 6.1 Gita Management Model

Managerial Implications of the Study

The study implies that the concepts of Stitapragya, Sattvik Guna, Nishkam
Karma and HQD are not just from the viewpoint of a spiritual thought but that these
can be theories related to behavioural science and management. These may be taught
and brought into practice. As measurement tools, Stitapragya, Sattvik Guna, Nishkam
Karma and HQD improve Leadership.
Professional bodies in the wake of higher standardization
and code of conduct may bring into practice this theory of Stitapragya, Sattvik Guna,
Nishkam Karma and HQD.
6.3 Summary, Conclusions and Suggestions
Results are summarized and presented along with conclusions and
suggestions. This chapter summarizes the study and its findings in a nutshell. To
justify the study the results and its inferences have been concluded in line with the
objectives. On the basis of conceptual framework, literature review, results,

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interpretation and discussions, suggestions have been presented that justify the social
applicability of the research especially in the context of management.
It is concluded that the Bhagavad Gita and its principles are relevant and
important to the world of management. In this regard, reading the Bhagavad Gita and
implementing its concepts can help in bettering the self-management quotient of a
leader. The self-managed leader can be better at thinking and communication .This
can lead to better interpersonal skills, synergy leading to increased motivation and
effective employee engagement resulting in ethical decision making processes. This is
the hall mark of a good leader.
Some suggestions are as follows:
It is suggested that individuals having the trait of Stitapragya-Like, Sattvik
Guna, Nishkam Karma and HQD should be placed in
Leadership positions as their Leadership quotient is expected to be more. The
organisation can rely more on professionals with Stitapragya , Sattvik Guna ,
Nishkam Karma and HQD quotient where a
higher degree of volatile and risky environment prevails. This can ensure more stable
decision making and unethical actions common in organisations like frauds, scams,
etc. may be reduced if people having these traits are employed. There will be self-
commitment in working.
Also, while recruiting employees companies can make their new employees
undergo a Guna personality assessment. During induction, they can undergo training
on the Gita Management model. This can help them in overcoming failures and in
effectively managing a VUCA world. This can be done in all training programs .This
will help in effectively balancing the mind.
Professional bodies of respective disciplines are advised to
include the concept of Stitapragya-Like, Sattvik Guna, Nishkam Karma and HQD
in, its training and practice in their curriculum so as to ensure higher professiona
conduct and nehaviour by the members of the professional body.
The theory of Stitapragya-Like, Sattvik Guna, Nishkam Karma and HQD as
proposed be incorporated in behavioral studies particularly in the field of management
education and practice.
6.4 Limitations And Implications Of The Study
Limitations of a study always help in a better understanding of the results and

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indicate the application and use of the results in another environment, context and
situation.
This study has its own limitations owing to the nature and size of the sample,
complexity of the concepts of Stitapragya, Sattvik Guna, Nishkam Karma and HQD.
The study has been conducted only on professionals and has been conducted with
reference to its objectives only.
The study is limited only to working professionals who occupy middle and top
management positions in the corporates in India and to a purposive group of working
professionals in countries abroad. It is also limited to a small group of 30
academicians for qualitative research.
Any good research always ends with its implications in a generalized manner which e
nriches the present body of knowledge and its applicability in other areas and with dif
ferent dimensions. Hence, the
Implications of the study in all stream of managment have been outlined which
establishes the universal applicability of the study, thus opening new vistas of
research.
6.5 Directions For Future Research
As this study has been limited to the population of the corporate world only,
there is scope for testing this study on the populations of the Government
Organizations. Non-Government Organisations (NGOs) and Education sector.
6.6 Personal Learnings From The Research
My PhD experience has taught me certain valuable lessons which I can imbibe
in my personal as well as professional life. As my topic of the study belongs to an
area of indigenous research in the area of management, I got the opportunity to
expand my awareness and knowledge related to the Bhagavad Gita and its linkages to
areas like Management and Psychology. Review of scholarly work has made me
understand interesting perspectives and the depth of studies that have gone into these
areas. I also realise that there is much more that can be tapped from our ancient Indian
wisdom for solutions to the problems plaguing our personal and professional mortal
lives.
One of the biggest learnings was to responsibly manage my time. I made sure
that I give priority time, sincere efforts and justice to my PhD. This has enabled me to
come out with a thesis that I am proud of.

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 Motivation and persistence were two other learnings. Despite moments, when
I felt that I had reached the end of my tether, I pushed myself to remain motivated to
see this dream of mine come true. I also patiently followed up with people from
different walks of life on their inputs related to my study. This has certainly improved
my patience and tolerance levels.
During this journey, I got opportunities to strengthen my ties with several
professionals. I got to meet and interact with several scholars and professionals in the
world of academics and corporate, who took a keen interest in my PhD topic and
shared their interesting perspectives on the same.
On the whole, my experience of pursuing a doctoral program has made me realise that
there are several doors and windows to knowledge and wisdom that remain unopened
and that my PhD is a humble key for opening them.

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