LINKING TRANSFORMATIONAL LEADERSHIP, KARMA-YOGA, AND CONTEXTUAL PERFORMANCE A Proposed Theoretical Framework jihgfedcbaZYXWVUTSRQPONMLKJIHGFE RABINDRA KUMAR PRADHANfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA Assistant Professor, SAJEET PRADHAN Research Scholar, SANT ANU MAZUMDER Research Scholar, Department of Humanities and Social Sciences, Indian Institute of Technologu, Kharagpur-721302 Abstract Studies on leadership show that transformational leadership strongly influence employee's performance and improves overall organisational effectiveness. This article focuses on the effect of transformational leadership on employee's contextual or extra-role performance (helping others, exerting additional effort, and supporting organisational values and culture). This article attempts to define karma-yoga or selfless action, an important workplace value which guides our behaviour at work a. In this study karma-yoga (selfless action) is concepiualised as having five dimensions; emphasis on process than outcome, obligation towards others, to act with equanimity, seeking perfection/excellence in action, and regarding work as all offering to higher Self. A theoretical framework is developed linking karma-yoga 'with transformationai ieadership and contextual performance. This paper shows directions for [uture researches In) developing testable propositions thereby creating scopefor the empirical validation of the proposed model. The theoretical and practical implications of the paper are discussed. Keywords: Transformational Leadership, Kar171 a-Yoga, DUll), Contextual Performance. INTRODUCTION Since, Bass (1985)claimed that transformational leadership will lead to performance 'beyond expectations', there has been several empirical researches establishing positive SocialScienceInternational, Vol. 28, No.2 (2012),page 221-231 Corresponding author e-mail :rabi2020@gmail.com