He started it and it has only gotten worse over the years.
Iacocca: The man to blame
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Iacocca's ascent signaled a dramatic change in American culture. Prior to him, the popular image of the CEO had been of a buttoned-down organization man, pampered and well paid, but essentially bland and characterless. The idea of the businessman as an outsized, even heroic, figure seemed like the legacy of a long-forgotten past when men like J.P. Morgan and William Randolph Hearst were still around. In fact, in 1982, Forbes magazine wrote, "Tycoons are fairly rare birds in today's business world. We seldom hear of moguls." Within just a few years, that had all changed, with business journalists turning every clever executive with a good idea into the next Henry Ford, and with the Rupert Murdochs, Sumner Redstones, and Donald Trumps of the world actively cultivating the "mogul" label.<snip>
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No matter, though.
Boards of directors were convinced that the CEO was the key to greatness (perhaps in part because so many directors were themselves CEOs), and they were willing to pay accordingly—after all, you don't treat a new messiah the way you would an ordinary mortal. So CEO pay packages skyrocketed, rising from 42 times the average worker's salary in 1980 to 531 times the average worker's salary in 2000.And it wasn't just the very best CEOs who were rolling in filthy lucre, either. Since what one executive makes tends to depend on what other executives make—a typical corporate proxy statement will include a line such as "we want our compensation package to be competitive with the industry as a whole"—there was an irresistible ratcheting-upward effect. Then, too, in the 1980s and early 1990s, compensation committees were often made up of other CEOs. Who, really, was going to vote for what would have been an indirect pay cut for himself?
Executive pay was, on its own terms, scandalous. But what made it the engine of the kind of shenanigans we've seen at Enron and WorldCom was the fact that most CEO pay packages relied heavily on stock options. Options were not new—read any business history dating back to the 1950s, and it is clear that option packages were an important part of any CEO's compensation. But the nature of the options grants in the 1990s was qualitatively different.<snip>
More at link:
http://slate.msn.com/?id=2068448