Abstract
In this article, we explore how the CEO's political ideology affects the firm propensity to engage in transformative initiatives associated with Profit, People, and the Planet. And how can this accelerate or slow the Greater Good transformation? Drawing on Upper Echelon’s Theory, political psychology research, Laughlin's framework, and Elkington approach we propose that the more liberal the CEO's political ideology, the more the firm can initiate transformations that reflect an 'evolution' or 'colonisation' of the firm's interpretive schemes, ensuring a 'balance/coherence' between the 3Ps, thereby maximising the Greater Good. Furthermore, we argue that this impact is moderated by the political ideology of critical internal and external stakeholders: the Board of Directors, the TMT, and the State where the firm is headquartered. Our discussion of the impact exerted by the CEO's political ideology on (a) opportunistic Profit-driven transformative efforts, and (b) transformative efforts with large-scale moral impact, highlights three possible categories of the CEO's profile (role): "Shareholder Guardian" (incremental impact), "Symbolic Progressive" (artificial impact), and "Greater Good Change Champion" (substantial impact). We contribute by proposing a multi-level conceptual model regarding the impact of CEOs on transformative organizational initiatives for the Greater Good, considering their political ideologies. In doing so, we contribute to the United Nation's urgent call for a more nuanced approach to studying the role of leaders in transforming the world.