Dealing with Overleverage: Restricting Leverage vs. Restricting Variable Compensation


We study policies that regulate executive compensation in a model that jointly determines executives’effort, compensation and firm leverage. The market failure that justifies regulation is that executives are optimistic about asset prices in states of distress. We show that shareholders propose compensation packages that lead to socially excessive leverage. Say-on-pay regulation does not reduce the incentives for leverage. Regulating the structure of compensation (but not its level) with a cap on the ratio of variable-tofixed pay delivers the right leverage. However, it is more effi cient to directly regulate leverage because restricting the variable compensation impacts managerial effort more than if shareholders are free to design compensation subject to a leverage constraint.

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@inproceedings{Gete2017DealingWO, title={Dealing with Overleverage: Restricting Leverage vs. Restricting Variable Compensation}, author={Pedro Gete and Juan Pedro G{\'o}mez and J. Gomez and Dale W. Henderson and Anton Korinek and Garen Markarian and Tiago Pinheiro and Alvaro Remesal and Antoni Vaello-Sebasti{\`a}}, year={2017} }