# Therapy Culture for the Business Class: Exploring How CEO Peer Groups Make and Legitimate Elite Cohesion

## TL;DR

This paper explores how CEO peer groups foster elite cohesion and maintain social inequalities through social processes like therapy culture.

## Contribution

The study introduces the concept of therapy culture within CEO peer groups as a mechanism for elite cohesion in the business class.

## Key findings

- CEO peer groups use homophily, structured reciprocity, and therapeutic cultural resources to maintain cohesion.
- Therapy culture has moved upward to the executive class through these peer groups.
- Cohesion among elites is both reinforced and occasionally disrupted through these social processes.

## Abstract

In the current context of extreme economic inequality and rising concentrations of income and wealth at the top, the social processes through which elites restrict the wider population's access to resources and opportunities, and the role of exclusive organisations in maintaining cohesion among a select few, have important implications for social inequalities. Drawing on 41 semi‐structured interviews with wealthy members of the business class living in and around Manchester in northern England (21 of whom were members of a CEO peer group), I analyse how three social processes—homophily, structured reciprocity and therapeutic cultural resources –make and legitimate cohesion between members, as well as instances of when cohesion fails. In doing so, I explore how therapy culture has travelled upwards, to the executive and owning class, through CEO peer groups. I make the case that CEO peer groups represent a fruitful entry point into wider debates about class formation for the contemporary business class in the UK and, given their global scope, more broadly.