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Rewarding a top leadership team: CEO pay slice and pay dispersion among the CEO's top team

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  • Anderson, Mark
  • Ma, Yan
  • Zhao, Rong

Abstract

Rewarding a top leadership team (TLT), a diverse group of executives working collaboratively to guide the organization, presents a complex challenge. We adopt a team-based perspective that recognizes complementarities between two pay dimensions that have been examined largely in isolation: (1) CEO's unique leadership role, as reflected in the size of the CEO pay slice; and (2) collective versus individual rewards for the CEO's top team, as reflected in the degree of pay dispersion. We posit that CEO leadership (high CEO pay slice) may work through different channels - executing vision and strategy through high team cohesion (low pay dispersion) or through harnessing strong individual performance (high pay dispersion). We find that firms with high CEO pay slice combined with low pay dispersion outperform firms with low slice and low dispersion and that firms with high CEO pay slice and high dispersion outperform firms with low slice and high dispersion on return on equity (ROE) and return on assets (ROA). DuPont decomposition reveals that these performance advantages stem primarily from higher profit margins rather than asset turnover or financial leverage. Cross-sectional analyses demonstrate that TLTs characterized by a high CEO pay slice and low pay dispersion (High-Low profile) achieve higher performance in settings characterized by greater innovation intensity and more competitive product markets, environments where team cohesion is vital in executing the CEO's vision. We also document that the High-Low profile generates significantly positive cumulative abnormal returns over 18 to 36 months.

Suggested Citation

  • Anderson, Mark & Ma, Yan & Zhao, Rong, 2026. "Rewarding a top leadership team: CEO pay slice and pay dispersion among the CEO's top team," Advances in accounting, Elsevier, vol. 70(C).
  • Handle: RePEc:eee:advacc:v:70:y:2026:i:c:s0882611026000143
    DOI: 10.1016/j.adiac.2026.100879
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