The Trump-Xi Summit: ‘Leaders for Life’ Trajectories Converge at the Apex of Global Power

Presidents Donald Trump and Xi Jinping
President Donald Trump (L) and China's President Xi Jinping shake hands during talks at the Gimhae Air Base in Busan, South Korea, on October 30, 2025, at the time, their first face-to-face meeting in six years. | Photo: Andres Caballero-Reynolds / AFP via Getty Images

Across history, political systems that concentrate power in a single individual have followed a familiar trajectory. What begins with promises of strength and stability often ends in institutional decay, economic dysfunction, and social fracture. The pattern is so consistent that it warrants recognition as a syndrome: the rise of the “leader for life.” 

This syndrome is most often associated with weaker states. The examples are well known: Robert Mugabe’s Zimbabwe, Ali Khamenei’s Iran, Saddam Hussein’s Iraq, and Bashar al-Assad’s Syria. But it is also evident in Vladimir Putin’s Russia. And, more consequentially, it is emerging in the world’s most powerful states. 

In China, the post-Mao system was designed to prevent the return of personalized rule through orderly succession. That system was dismantled when President Xi Jinping removed term limits in 2018, recentralizing authority in ways that echo earlier eras.

In the U.S., pressures on institutional constraints, expanded assertions of executive authority, and persistent challenges to electoral and judicial legitimacy by President Donald Trump have raised questions about the resilience of long-standing governance norms.

These developments warrant close attention; as the U.S. approaches a summit with China, reportedly set for May 14-15 in Beijing, the interaction will be increasingly shaped by the logic of personalized power.

Once seized, power is rarely relinquished

The appeal of a strong leader is understandable. In times of uncertainty, decisive leadership can seem reassuring. But systems built around personal authority tend to develop recurring vulnerabilities – often gradually at first, then all at once.

The first distortion appears in the military. Armed forces in such systems evolve from national institutions into instruments of regime preservation. Loyalty begins to outweigh competence, parallel structures emerge, and strategic decision-making becomes increasingly personalized. Over time, such systems become simultaneously coercive and brittle, capable of projecting force but vulnerable to fragmentation and miscalculation.

A second distortion takes hold in the economy. “Leaders for life” tend to produce patronage-centric systems in which access to opportunity depends on proximity to power. Rent-seeking displaces innovation, and economic activity becomes increasingly oriented toward political positioning rather than productivity. Over time, systems shift from market-mediated to power-mediated allocation, eroding long-term growth.

Social cohesion erodes as well. Systems built on personalized authority often rely on political, ethnic, or ideological exclusion to consolidate control. This fractures societies in ways that are difficult to repair and reinforces cycles of repression and instability.

Control of information is both a tool and a liability. All political systems invest in shaping narratives to sustain legitimacy. As Yuval Noah Harari has argued, “. . . shared fictions – in the form of news, religions, novels, sports, money, even brands – fill our lives, but that’s OK. It’s these shared beliefs that have helped humans cooperate and conquer the planet.” But when lived reality diverges from official accounts – through stagnation, inequality, or repression – cognitive dissonance builds. At some point, that gap becomes unsustainable, and instability follows.

These dynamics are structural and not confined to any one region or ideology. Even highly capable states are not immune. They often appear stable until they are not.

The model moves beyond the traditional “strongman” archetype – still rooted in personalized authority – but the “leader-for-life” dynamic diverges in that the accumulation of political liabilities forecloses any credible path to relinquishing power. Former Hungarian Prime Minister Viktor Orban was a "strong man" and "personalized rule" leader but remained in a contestable political system

Two systems under strain

In China, Xi Jinping initially operated within a system designed for orderly transition. Early initiatives were consistent with technocratic governance and strategic competition with the U.S.

The removal of term limits in 2018 marked a structural break. Authority was recentralized, and incentives within the system shifted accordingly. Subsequent developments, including tighter control over the private sector and extensive military purges, are consistent with a system in which internal checks have weakened, and decision-making has become more centralized.

A technocratic China can be anticipated; a highly personalized system is less predictable. That distinction matters as China approaches a major diplomatic engagement with the U.S. 

In the U.S., the trajectory is less advanced but increasingly visible at the level of institutional dynamics.

The most consequential developments are structural: expanded executive influence over independent agencies, pressure on electoral administration, and sustained challenges to judicial and bureaucratic constraints. Taken together, these trends suggest that authority is being reallocated away from distributed institutional checks and toward personalized executive discretion.

The critical shift is one of incentives. As the perceived costs of losing office rise, so too do the incentives to weaken institutional constraints. Historically, this transition – from contestable authority to existential stakes – has marked the early stages of more durable forms of personalized rule. Each step may appear manageable in isolation and often justified on its own terms. But their cumulative effect can gradually reconfigure the system in ways that are difficult to reverse. 

The civil-military sphere provides an early warning signal. Concerns raised by senior retired officers about the erosion of apolitical norms point to potential shifts in expectations within the U.S. officer corps. Even subtle changes in perceived loyalty requirements can reshape promotion dynamics, advisory candour, and civilian-military relations.

Economic effects follow a similar logic. Increased reliance on executive discretion in trade, regulation, and industrial policy introduces volatility into systems that depend on predictable rules. In economies increasingly driven by intangible capital, this undermines long-term investment and redirects resources toward regulatory positioning and political hedging.

At the same time, the concentration of economic influence among actors with privileged political access raises familiar risks of rent-seeking and regulatory asymmetry – an early-stage shift from market-based to power-based allocation.

Social dynamics complete the pattern. Intensifying polarization, combined with the systematic delegitimization of institutions, erodes the shared baseline of trust required for democratic co-ordination. Persistent contestation of electoral legitimacy reflects not only disagreement over outcomes, but over who defines political reality itself.

Donald Trump remains in a contestable political system but the pace of dismantling the system under Trump is far more rapid than under Orban.

The global implications

These dynamics matter not only domestically, but also globally. As the U.S. approaches a summit with a China already operating under consolidated personal authority, the space for institutional restraint narrows, while incentives to project strength, avoid concession, and manage internal vulnerabilities through external posture intensify.

The upcoming U.S.-China summit will therefore be more than a diplomatic engagement. It reflects the interaction of two systems increasingly shaped by personalized authority, where institutional guardrails are weaker and the incentives to project strength outweigh those to compromise.

We live in dangerous times

“Leaders for life” do not step down easily. The personal risks of relinquishing power become too great, as the system becomes too dependent on their continued control.

The history of “leaders for life” is unrelentingly bad. Systems built around unconstrained leadership tend not toward stability, but toward miscalculation, especially when they interact. What is new is not the pattern, but the scale. Never before have two such trajectories converged at the apex of global power. 

Indeed, history has not yet encountered what is in store for the world with the coming Xi-Trump summit.

Dan Ciuriak

Dan Ciuriak is Director and Principal, Ciuriak Consulting Inc. (Ottawa), which provides analytical and policy analysis services related to international trade, finance, industrial policy, and economic development. He also holds fellowships with the Centre for International Governance Innovation (Waterloo), where his research interests are focussed on the nexus between innovation and trade, and quantifying the economic impact of the digital transformation, and with the C.D. Howe Institute (Toronto), where he focuses on Canadian trade policy issues. 

An APF Canada Distinguished Fellow, he has published widely as author and editor, including numerous studies on Canada’s trade relations in the Asia Pacific, and comments frequently in the media.

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Ann Fitz-Gerald

Dr. Ann Fitz-Gerald is the Director of Balsillie School of International Affairs and a Professor of International Security in the Department of Political Science at Wilfrid Laurier University. She has degrees in both commerce and political science from Queen’s University and was the first civilian female to graduate from the Royal Military College of Canada. Before completing a PhD in the U.K., she worked at the Pearson Peacekeeping Centre, NATO headquarters, and the North Atlantic Assembly.

Ann has worked at King’s College, London University, and Cranfield University, where, before her move back to Canada, she was Director of Defence and Security Leadership at Cranfield’s Defence Academy (U.K. campus).

Ann is a Senior Research Fellow at the Royal United Services Institute, a Senior Fellow at the Institute for Peace and Diplomacy, and a Fellow at McLaughlin College, York University. She has served and continues to serve on several non-executive boards and in advisory roles for the British government, the United Nations, and the African Union.