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The Bridge on the River Narmada: Leadership Dilemmas in Infrastructure Building
Mihir Ajgaonkar,Tanvi Mankodi, and Amol S. Dhaigude
S. P. Jain Institute of Management and Research, Bhavan’s Campus, Mumbai, India
Volume 18: 2025, pp. 163-184; ABSTRACT
This case examines the leadership of Sanjay Londhe, CEO of Ashoka Buildcon Limited,
during the high-stakes Narmada Bridge project. Facing unprecedented challenges of very tight
project timelines and severe crisis situations, Londhe navigated them to successfully complete the
project on time without compromising quality. Central to the narrative are the ethical dilemmas
inherent in balancing national infrastructure goals with stakeholder well-being and environmental
sustainability. By analyzing Londhe’s adaptive capacity and managerial judgment, the case explores
whether his actions serve as a model for executive leadership and responsible leadership concepts
or highlight systemic vulnerabilities in emerging economies. It helps participants examine how
senior leaders build adaptive capacity, exercise managerial judgment, and maintain legitimacy as
they navigate complex stakeholder environments. This case examines executive leadership in crisis,
with particular emphasis on ethics, stakeholder tensions, and strategic execution.
Keywords: executive leadership, responsible leadership, ethical dilemmas, strategic execution,
leadership in crisis.
