CEO power and its effect on performance and governance: Evidence from Chinese banks

Hsiu-I Ting, Horace Chueh and Pang-Ru Chang

Emerging Markets Review, 2017, vol. 33, issue C, 42-61

Abstract: This study investigates whether CEO power matters in Chinese banks. We find that the effects of four power dimensions on banks' performance and board structure vary in their own unique ways. The CEOs with structural power are negatively related to performance but positively related to gender-diversified boards. Moreover, CEOs with ownership power enhance performance but are negatively associated with professionalism and diversification in the boards. Banks that have CEOs with expert power perform well and have gender-diversified boards. Meanwhile, CEOs with prestige power are likely to appoint politically connected directors to the board.

Keywords: CEO power; Performance; Governance; Gender-diversified board (search for similar items in EconPapers)
JEL-codes: G20 G21 G30 G34 M12 (search for similar items in EconPapers)
Date: 2017
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (9)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:ememar:v:33:y:2017:i:c:p:42-61

DOI: 10.1016/j.ememar.2017.09.005

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