Agency theory posits that debt-like compensation (such as defined-benefit pensions and other deferred compensation) aligns managerial interests more closely with those of debtholders and reduces the agency cost of debt. Consistent with theory, we find that a higher CEO relative leverage, defined as the ratio of the CEO's inside leverage (debt-toequity compensation) to corporate leverage, is associated with lower cost of debt financing and fewer restrictive covenants, for a sample of private loans originated during 2006-2008. These findings persist after accounting for the endogeneity of CEO relative leverage, and are more pronounced for firms with higher default risk. Additional analysis on a sample of new public bond issues also shows a negative relation between CEO relative leverage and bond yield spread. Overall, the evidence supports the notion that debtholders recognize the incentive effects of executive debt-like compensation and adjust the terms of corporate debt contracts accordingly.

We study financial market contracts and signals in a transitional economy where state-controlled banks may lend to weak firms to avert unemployment and social instability. Our sample of Chinese corporate borrowers reveals that that poorer financial performance and higher managerial expenses increase the likelihood of obtaining a bank loan, and bank loan approval predicts poor subsequent borrower performance. Furthermore, negative event-study responses are observed at bank loan announcements, particularly if the borrower measures poorly on quality and creditworthiness. Our results document the dilemmas that arise in a state-led financial system and the local stock market’s sophistication in interpreting news.