CEOcentrism

CEOcentrism refers to a social and organizational dynamic in which chief executive officers and, by extension, corporate leadership, are treated as the central actors shaping strategy, culture, and public discourse. In this view, the CEO’s vision and personality are seen as the primary drivers of corporate success, often at the expense of other governance actors such as the board, employees, customers, or regulators.

The term is used in business literature and commentary to describe a tendency in some firms and systems to concentrate authority in top leadership. This can be justified by claims of needing a coherent long-term vision, decisive action, and simplified decision processes, but it is also criticized for marginalizing diverse perspectives and accountability mechanisms.

Mechanisms that reinforce CEOcentrism include governance practices that grant outsized influence to the CEO, media coverage that elevates CEO personalities, compensation structures tied to CEO performance, and policy environments that emphasize executive decision-making. Corporate cultures seeded by a singular leadership figure can further entrench these dynamics.

Implications of CEOcentrism are mixed. They may enable faster decision cycles and a clear strategic message, but they can also reduce accountability, increase risk if strategic blind spots form, and shift responsibility away from the board or other stakeholders. This dynamic can affect employee engagement, stakeholder trust, and long-term sustainability.

Critiques argue that sustainable governance benefits from broader input, transparency, and explicit consideration of multiple stakeholders. Remedies proposed include stronger independent oversight, diverse board representation, and governance practices that formalize plural voices in decision-making. Related concepts include shareholder primacy, executive capitalism, and top-down management cultures.