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CEO power and matching leverage preferences

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  • Korkeamäki, Timo
  • Liljeblom, Eva
  • Pasternack, Daniel

Abstract

We study the effect of managerial power on CEOs' tendency to imprint their personal leverage preferences upon the firms they manage. Using a unique data source that allows us to measure personal wealth and indebtness in great detail, we find a connection between CEOs' personal leverage and that of their firms. The connection is driven by the CEOs with a longer tenure and the CEOs who serve in a dual role. The connection is significantly weaker for those CEOs who have a proportion of their personal wealth tied to the firm. Presence of block holders also weakens the connection.

Suggested Citation

  • Korkeamäki, Timo & Liljeblom, Eva & Pasternack, Daniel, 2017. "CEO power and matching leverage preferences," Journal of Corporate Finance, Elsevier, vol. 45(C), pages 19-30.
    • Handle: RePEc:eee:corfin:v:45:y:2017:i:c:p:19-30
    DOI: 10.1016/j.jcorpfin.2017.04.007
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    7. Harper, Joel & Johnson, Grace & Sun, Li, 2020. "Stock price crash risk and CEO power: Firm-level analysis," Research in International Business and Finance, Elsevier, vol. 51(C).
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    10. Liu, Simeng & Wang, Kun Tracy & Walpola, Sonali & Zhu, Nathan Zhenghang, 2024. "CSR contracting and stock price crash risk: International evidence," Journal of International Financial Markets, Institutions and Money, Elsevier, vol. 93(C).
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    13. Stefan Winter & Philip Michels, 2019. "The managerial power approach: Is it testable?," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 23(3), pages 637-668, September.
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