Editing Cult of personality (section)

=== Commercial superstars ===
Some senior commercial executives, following in the footsteps of the likes of heros such as [[Henry Ford]]{{efn |
"[[Fordism]]"  became both an ideology and a fictional religion.
}}
or [[Thomas J. Watson]],<ref>
{{cite book
 |last1                = Maney
 |first1               = Kevin
 |date                 = 3 August 2004
 |orig-date            = 2003
 |chapter              = World Conquest
 |title                = The Maverick and His Machine: Thomas Watson, Sr. and the Making of IBM
 |url                  = https://books.google.com/books?id=G8OdEAAAQBAJ

 |edition              = reprint
 |publication-place    = Hoboken, New Jersey
 |publisher            = John Wiley & Sons
 |page                 = 380
 |isbn                 = 9780471679257
 |access-date          = 15 May 2025
 |quote                = The IBM culture {{--}} in effect, the Watson cult {{--}} revolved around Watson worship that was both flagrant (Watson's photo hanging in every office and factory) and subtle (managers mimicking his style of dress). [...] nobody could seek out and drink in more adulation than Watson, and do it without a hint of embarrassment.
}}
</ref>
have also become "omnipotent superstars" and the objects of cults of personality.<ref>
{{cite book
 |last1                = Lloyd
 |first1               = Tom
 |date                 = 22 October 2009
 |chapter              = 
 |title                = Business at a Crossroads: The Crisis of Corporate Leadership
 |url                  = https://books.google.com/books?id=5cFdAQAAQBAJ
 |publication-place    = Basingstoke
 |publisher            = Springer
 |pages                = 
 |isbn                 = 9780230250987
 |access-date          = 15 May 2025
 |quote                = This cult of personality infected the entire system. Institutional investors demanding change saw the CEO as the crucial variable in business success and failure [...]. [...] Investment analysts responded to this leader-centric view of their ultimate clients, exploited investor relations strategies that co-opted CEOs as their principal marketing assets and substituted for an analysis of the intrinsic strengths of a company's business, an assessment of its CEO's character, philosophy and management style and detailed examinations of his or her pronouncements, statements and sound bites. [...] The 'CEO as hero' cult was convenient for asset managers and stock analysts [...]. [...] Investment bankers [...] also found the CEO cult convenient [...]. [...] The elevation of CEOs into omnipotent superstars with pay packets to match, is not [...] an inevitable consequence of the interaction of natural human impulses with the capitalist system. [...] It is, rather, the product of a 'market failure' [...]. 
}}
</ref>