In an era marked by technological disruption, geopolitical shifts, and growing stakeholder scrutiny, leadership must transcend authority and domain expertise. For Dr. C. Jayakumar, CHRO of Larsen & Toubro (L&T), this calls for authentic leadership—rooted in self-awareness, core values, empathy, and transparency.

“Authenticity means acknowledging uncertainty without losing direction,” says Jayakumar. In a world where artificial intelligence can replicate skills but not integrity, authenticity becomes a defining human trait. “It fosters trust, accelerates adaptability, and builds the moral muscle needed for ethical decision-making amid ambiguity.”

Leading through crisis with integrity

The true test of leadership came during the peak of the COVID-19 pandemic. With project sites spread across remote parts of India, L&T was hit hard, facing disrupted supply chains, mounting health risks, and the urgent needs of thousands of migrant workers. Yet, rather than retreat behind protocols, L&T’s leadership leaned in.

“Senior leaders, including project directors and business heads, personally engaged with employees and workmen on the ground,” Jayakumar recalls. “They communicated openly, listened actively, and made values-based decisions—even when difficult.”

Among those decisions:

• Workers and staff continued to receive salaries, even when sites were temporarily shut.

• Thousands of migrant workers were provided with safe accommodation, food, and medical care—treating their dignity as non-negotiable.

• L&T redirected engineering capacity to build COVID hospitals and oxygen plants, prioritizing national interest over profit.

• For families of employees lost to COVID, L&T extended support—not just by offering jobs to spouses, but by creating bridging programs to help them upskill and enter the workforce with dignity.

“These were not compliance-led actions. They were choices anchored in our core values: trust, care, and nation-building,” Jayakumar affirms. The result was high employee trust, continuity in critical national infrastructure projects, and strengthened brand equity. “In that moment, authentic leadership became the bridge between chaos and continuity.”

A shift in the leadership paradigm

Historically, L&T’s leadership was defined by execution excellence—engineering precision, operational rigor, and on-time delivery. But as the company diversified into defence, technology, IT services, green energy, and sustainability, the leadership model evolved.

“Today’s leaders must balance technical acumen with emotional intelligence, cultural sensitivity, and a deep sense of societal responsibility,” Jayakumar explains. “They must inspire trust across geographies, functions, and stakeholder groups.”

At L&T, authenticity now forms the foundation of leadership. “It’s not just about what we build—but how we lead while building it,” he emphasises.

To institutionalise this mindset, L&T has implemented a robust 270-degree feedback framework. Leaders are evaluated across five dimensions:

• Individual Excellence

• Team Excellence

• Performance Excellence

• Development Excellence

• Leadership Excellence

“Feedback comes from peers, team members, and stakeholders—and leaders are encouraged to create personal development plans based on it,” says Jayakumar. “This ensures that people management is not optional. It’s a core leadership responsibility, continuously refined through self-awareness and accountability.”

This approach is helping L&T nurture a new generation of leaders who are technically skilled, emotionally intelligent, and aligned with the company’s values.

Authenticity as a driver of performance and impact

According to Jayakumar, the impact of authentic leadership is measurable and far-reaching. Teams led by authentic leaders show higher engagement, lower attrition, and stronger ownership, leading to improved project outcomes, enhanced customer satisfaction, and elevated brand reputation.

Even on L&T’s ESG journey, it wasn’t external pressure that drove progress—it was internal conviction. “Our leaders believed in environmental stewardship. That’s why we were early adopters of green practices,” he shares. “Similarly, our CSR programs—whether in education or skilling rural youth—are championed by leaders who view societal impact as part of their mandate, not a compliance checkbox.”

The company’s resilience during multiple crises—be it COVID-19, supply chain disruptions, or geopolitical volatility—has been underpinned by leadership grounded in values, clarity, and courage.

Shaping the future with purpose

Jayakumar believes authentic leadership isn’t a passing trend—it’s a timeless principle that’s more relevant than ever in today’s fractured world. “At L&T, we’ve seen how authenticity doesn’t just build great businesses—it creates committed employees, loyal customers, and enduring partnerships.”

He adds, “Ultimately, organisations led with purpose and integrity don’t just survive disruption—they shape the future.”