Board Characteristics, Board Leadership Style, CEO Compensation and Firm Performance

Sarim, Mohd

doi:10.1504/ijbge.2020.10024061

Cited by 1 publication

(1 citation statement)

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“…CEO duality, when the CEO also assumes the role of board's chair, may give rise to conflict of interest as it diminishes supervisory ability of the board of directors (Eklund, 2015;Sarim, 2020). According to the principles of organisation theory, when the CEO leads the board, the company's management can quickly make a unified decision, thereby establishing an effective and clear decision-making process, and improving work efficiency hence, firm performance.…”

Section: Ceo Dualitymentioning

confidence: 99%

Determinants of CEO compensation in the FTSE100 constituent firms

Nawaz

Pang

2022

IJBGE

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The main objective of this paper is to examine the determinants of CEO compensation in the UK public listed companies. Our analysis, based on the sample drawn from the FTSE100 constituent firms, suggest that firm financial performance measured by return of assets (ROA), influence CEO compensation with the impact being most pronounced for the CEO total compensation. Results further suggest that corporate governance characteristics such as board size and CEO role duality have direct implications for CEO compensation. These attributes, however, differentially determine the various components of CEO compensation. Although the results of this research help to elucidate the importance of corporate outcomes, board attributes and CEO traits in explaining the determinants of CEO compensation in the UK public listed companies, these findings have important economic implications for the corporate sector, regulators, investors, market analysts, academics and the public, which extend beyond the UK market.

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Section: Ceo Dualitymentioning

confidence: 99%