Faculty Profile

Dr. Muhammad Ghufran Ahmad

Assistant Professor

Suleman Dawood School of Business

Dr. Ghufran is working as an Assistant Professor at the Suleman Dawood School of Business (SDSB), Lahore University of Management Sciences (LUMS). He held the position of 'Director of the LUMS MBA Programme' during 2012-2015.

He teaches the subjects of Leadership, Change Management, and Negotiation Skills in the MBA and Executive MBA programmes. He also teaches Quantitative Research Methods in the PhD programme. He has directed a number of Executive Education Programmes for Private, Public and Social Sector Enterprises.

He holds a PhD in Management Sciences from IAE Aix, France. He did doctoral research at INSEAD France for three years as a full-time visiting PhD and was later associated with the INSEAD Global Leadership Centre (IGLC) as a senior research fellow. He has received training at IGLC in Leadership Development and Executive Coaching.

Ghufran has twelve years’ experience in managing human resources and quality management functions in the corporate sector in Pakistan. He has been deeply involved in managing significant changes in organisational culture and structure. His doctoral work, academic research and teaching & training interests are directly related to and driven by the real organisational and leadership issues and concerns.

Research Interests: 

Dr. Ghufran specialises in leadership, culture and group dynamics. His core area of interest is leadership development. Another key area of interest for Dr. Ghufran is the fundamental issue of individual versus group interest as represented in the social dilemmas faced by group members and how social preferences influence behaviour and performance of groups. He also investigates how social preferences, cultural norms, and cognitive biases influence decision making.

      • Ahmad, M. & Hussain, N. (In Press 2018). Musa's Predicament and the MBA Capstone Project Team. Asian Journal of Management Cases.

      • Ghufran Ahmad, M. (2017). Lost Charcoal at Textile Frontier. Asian Journal of Management Cases.

      • Ahmad, G. & Rashid, A. (2016). Mediterranean Textile Company: Negotiating for the Release of Hostages. Asian Journal of Management Cases.

      • Ahmad, M., Azam, A. & Shahid, N. (2016). Moeed's Internship Imbroglio. Asian Journal of Management Cases.

      • Ahmad, G. (2015). Yarn purchase at AmTex. Asian Journal of Management Cases.

      • Loch, C., Sengupta, K. & Ahmad, G. (2013). The Microevolution of routines How problem solving and social preferences interact. Organization Science, Jan-Feb.24 (1), 99-115.

      • Wu, Y., Loch, C. & Ahmad, G. (2011). Status and relationship in social dilemmas of teams. Journal of Operations Management, Nov. 29 (7-8), 650-652.

      • Ahmad, G. & Rehman, S. (2016). The Citizens Foundation: Managing Organizations and Growth Strategy, Published. CRC Number 05-773-2016-1, Case Research Centre, Lahore University of Management Sciences.

      • Ahmad, M. (2014). Managing Oneself, Published. CRC Number 05-707-2014-2, Case Research Centre, Lahore University of Management Sciences.

      • Ahmad, M. (2013). Airblue Flight 202, Published. CRC Number 05-757-2013-1, Case Research Centre, Lahore University of Management Sciences.

      • Ahmad, M. (2013). Leadership and Social Responsibility: A Developement Perspective, Published. CRC Number 05-705-2013-2, Case Research Centre, Lahore University of Management Sciences.

      • Hogan, ,. & Ahmad, M. (2011). Leadership, Published. The Wiley-Blackwell Handbook of individual Differences, Wiley-Blackwell.

      • Ahmad, M. & Naeem, R. (2018). Redesigning the Performance Appraisal System at Mobilink. Asian Management Research and Case Conference, Bhurban, Pakistan.

      • Ghufran Ahmad, M. (2017). Constructing a Leader Identity: The Effects of Gender and Leader Characteristics. Academy of Management Annual Conference, Atlanta, Georgia.

      • Ahmad, G. (2016). The Citizens Foundation: Managing Organization and Growth Strategy. NACRA Annual Conference 2016, Las Vegas, Nevada.

      • Ghufran Ahmad, M. (2016). Identity Conflicts and Religious Compliance in Financial Markets. Islamic Finance, Banking, and Business Ethics Global Conference, Lahore, Pakistan.

      • Ahmad, M. & Hussain, N. (2015). Musa's predicament and the MBA project team. Asian Management Research and Case Conference, Penang, Malaysia.

      • Ahmad, M. & Rasheed, D. (2015). Mediterranean Textile Company. Asian Management Research and Case Conference, Penang, Malaysia.

      • Ahmad, M. & Ahmed, A. (2014). Airblue Flight 202. NACRA Annual Conference 2014, Austin, United States of America.

      • Ahmad, M. & Azam, A. (2013). Moeed's Internship Imbroglio. Asian Management Research and Case Conference, Banglore, India.

      • Ahmad, M. (2010). The Core function of Leadership. Trans Atlantic Doctoral Conference,London Business School, london, United Kingdom.

      • Ahmad, M. (2009). The role of followers in leadership. Developing Leaders, INSEAD Fontainebleau, France.

      • Ahmad, M. (2007). Toward a co-evolutionary meta-theory. HRM,' CEROG, IAE Aix, Aix Provence, France.

      • Ahmad, M., Klotz, A. & Bolino, M. (2018). Do Good Followers Create Unethical Leaders? How Follower Citizenship Leads to Leader Moral Licensing and Unethical Behavior. Academy of Management Annual Conference.

      • Ghufran Ahmad, M. (2017). Constructing a Leader Identity: The Effects of Gender and Leader Characteristics. Academy of Management Annual Conference.

      • Ahmad, M., Azmat, S. & Najeeb, R. (2018). The Limits of Social Identity Impact on Economic Preferences.

      • Ahmad, M. & Syed, J. (2018). Meta-Characteristics of Islamic Ethics and Moral Consistency in Islamic Banking Context.

      • Ahmad, M. (2018). Roots of leadership and primate heritage.

      • Ahmad, M. & Loch, C. (2018). What do the followers want: The core functions of leadership.

      • Ahmad, M., Klotz, A. & Bolino, M. (2018). Do Good Followers Create Unethical Leaders? How Follower Citizenship Leads to Leader Moral Licensing and Unethical Behavior.

      • Ahmad, G. (2018). Gender Stereotypes and Leader Prototypes: The Role of Superordinate Leaders, Charisma, and Social Identity (completed manuscript).

      • Ahmad, G. & Naeem, R. (2017). Mobilink Performance Management System.

      • Ahmad, G. & Mohsin, M. (2017). Bank Alfalah Islamic Banking: Initiatives, Progress, and Future Challenges.