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Relevant bibliographies by topics / Executive power

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Academic literature on the topic 'Executive power'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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Journal articles on the topic "Executive power"

1

Zhang, Liyan, and Chengzi Cao. "Control Power of Senior Executive, Business Environment and Entrepreneurship." International Journal of Sustainable Development and Planning 15, no. 7 (November 13, 2020): 1127–36. http://dx.doi.org/10.18280/ijsdp.150717.

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Senior executives have the power to formulate and implement strategic decisions of their company. Entrepreneurship is the critical human capital owned by them. To stimulate entrepreneurship, it is important to ensure that the company is controlled by senior executives with entrepreneurial spirit. Taking China’s A-share listed companies in 2013-2018 as the objects, this paper discusses the influence of control power of senior executives (executive control) over entrepreneurship, and further explores how each dimension of business environment and their interactions affect executive control and entrepreneurship. The results show that executive control greatly promotes entrepreneurship; high legalization level and intense market competition are favorable for entrepreneurship. The incentive effect of executive control on entrepreneurship can be enhanced by government intervention and market competition, and greatly bolstered through the interaction between legalization level and government intervention, as well as the interaction between market competition and government intervention.

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Nzunga, Dennis Joseph. "Executive Reward Structure and Financial Performance of Listed Companies in the Nairobi Securities Exchange, Kenya." Journal of Finance and Accounting 6, no. 3 (July 12, 2022): 21–39. http://dx.doi.org/10.53819/81018102t4057.

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Studies have reported positive and significant relationship,that is, positive relationship between executive fixed pay, cash bonus, stock options and company’s financial performance; others negative and significant relationship, while others no significant relationship. In view of4this, the4 study4 sought4 to4 establish4 the4 relationship4 between4 executive4 reward4 structure4 and4 financial4 performance4 of4 listed4 companies4 at4 the4 Nairobi4 Securities4Exchange, Kenya. The investigation's precise goals were to establish the impact of executive base pay, bonuses, and non-cash incentives, as well as executive7 stock7options, on7 the7 financial7 performance7 of7 firms7listed7 on7the Nairobi Securities7Exchange7in7Kenya.The research also determined if the rate of inflation had a moderating influence on the association between CEO compensation and financial performance of Nairobi securities exchange-listed businesses. Stakeholder theory, agency theory, marginal productivity theory, and managerial power and governance theory were all used in this research. In this study, the positivist philosophy was applied, as well as a causal research design. The target population was all 65 listed businesses on the Nairobi Securities Exchange in Kenya, and a census was conducted. The research employed panel secondary data from annual financial statements of NSE-listed businesses. The study finding indicated that all the study variables except for inflation had a positive correlation with with financial performance of listed firms. However it is basic pay, bonuses and non cash benefits that had a positive and significant effect on the financial performance of listed firms. The effect of executive share options was positive but insignificant at 5% level of significance. Equally the effect of inflation was negative but insignificant. However, inflation has a signinificant effect as a moderator in the relationship7 between7 executive7 rewards7 and7 financial7 performance7 of7 listed7 firms7 at7 the7 Nairobi7 Securities7Exchange.Its is on the basis on of this findings that the study recommends that listed firms need to tailor their executive compensation and reward schemes to performance to encourage the top executives to continuous work hard and achieve their performance targets. Keywords: Executive reward structure, executive basic salary, executive bonuses, executive non-cash benefits, executive stock options, inflation rate, financial performance.

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Brass, Daniel J., and Suresh Srivastva. "Executive Power: How Executives Influence People and Organizations." Administrative Science Quarterly 33, no. 1 (March 1988): 140. http://dx.doi.org/10.2307/2392863.

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Scheuerman, William E. "Emergencies, Executive Power, and the Uncertain Future of US Presidential Democracy." Law & Social Inquiry 37, no. 03 (2012): 743–67. http://dx.doi.org/10.1111/j.1747-4469.2012.01311.x.

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This article reexamines the question of how best to restrain executive power in a political and social context that seems to favor its dramatic expansion. Modern interventionist government amidst a dynamic social environment, where the executive faces a seemingly endless series of “crises” or “emergencies,” provides a heightened scope for executive discretion. At the same time, the US-style separation of powers, in which an independent president faces a potentially obstinate Congress, offers executives many incentives to exploit crises, real or otherwise. The works examined in this article confront, with varying degrees of success, the seemingly inexorable expansion of executive power within the US version of liberal democracy. We can only hope to deal with the many intellectual and political tasks posed by the symbiotic nexus between executive-centered and crisis-oriented government by confronting some tough questions about US constitutional design and the possibility of radical institutional reform. Unfortunately, even those scholars who provide plausible accounts of the US system's fragilities seem hesitant to do so.

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Ndzi, Ernestine Gheyoh. "Executive remuneration: the power and dominance of human greed." Journal of Financial Crime 26, no. 4 (October 7, 2019): 978–92. http://dx.doi.org/10.1108/jfc-06-2017-0059.

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Purpose The paper aims to examine the role of human greed in the determination of executive remuneration in the UK. Design/methodology/approach The paper reviews the past and existing regulation and corporate governance recommendations on executive remuneration. Findings The paper demonstrates that the failure of regulatory mechanisms to curb excessive executive remuneration can be justified on the grounds of human greed. Greed is facilitated by the potential conflict of interest that exists as a result of the executives’ position in the company. The position of the law has given greed the opportunity to manifest, making it quite difficult for executive remuneration to be effectively regulated. Originality/value The paper adds to the existing debate on excessive executive remuneration by demonstrating that human greed is the basis of excessive executive remuneration on which limited literature exists.

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Aziz, Norazlina binti Abdul, and Rosa Ristawati. "The Constitutional Power Of The Executive in The Age of Rule of Law: A Comparative Study on Malaysia and Indonesia." Sociological Jurisprudence Journal 3, no. 2 (August 7, 2020): 75–83. http://dx.doi.org/10.22225/scj.3.2.1857.75-83.

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The rule of law sets as an important principle entrenched in the Constitution of Malaysia and Indonesia. This principle stand as a guardian against abuse of power by the government as nobody shall be above the law. This paper examines the practices of the executive power relating to decision-making policy, execution of power and enforcement activities in Malaysia and Indonesia. It also analyses how the executive branch perfoms the powers in accordance to the rule of law. It mainly focuses on the institutional framework of the head of the government and head of state. The analysis allows for identifications of issues and proposals on the enhancement of the executive branch in both countries that would increase the quality of state administration as well as promoting the rule of law. The study adopts a normative method where the fundamental discussions are based on normative approach with content analysis approach on the constitutional and legal provisions, legal cases, circular and directive. The data acquired through doctrinal study is supported by semi-structured interviews with respondents that have been selected through purposive approach. This article concludes that the executive branch plays important roles in promoting the rule of law in both countries. The Constitution, in this case, provides constitutional limitation for the institutional branch of the executive to perform its powers. In the age of rule of law, the executive powers has to be limited. There is no power without limits. The laws has to provide a clear legal direction and reliable mechanism of checks and balances to govern the exercise of the executive powers.

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Dahal, Gopal Prasad. "The Seperation of Power: An Experiment of Theory and Practice." Tribhuvan University Journal 28, no. 1-2 (December 2, 2013): 51–60. http://dx.doi.org/10.3126/tuj.v28i1-2.26214.

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When the legislative and executive power united in the same person, or in the same body of magistrates, there can be no liberty ... Again, there is no liberty if the power of judging is not separated from the legislative and executive. If it were joined with the legislative, the life and liberty of the subject would be exposed to arbitrary control; for the judge would then be the legislator. If they were joined to the executive power, the judge might behave with violence and oppression. There would be an end to everything, if the same man or the same body, whether of the nobles or the people, where to exercise those three powers, that of enacting laws, that of executing public affairs, and that of trying crimes or individual causes. (Baron Montsquieu, 1989-1755).

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Gomes Schapiro, Mario. "A regulação executiva da moeda: a variedade institucional da regulação monetária brasileira na Nova República." Revista de Direito Administrativo 279, no. 2 (August 18, 2020): 141. http://dx.doi.org/10.12660/rda.v279.2020.82008.

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<p>The presidential dominance in monetary regulation: the institutional variety of brazilian monetary regulation throughout the New Republic</p><p> </p><p>RESUMO</p><p>O objetivo do trabalho é, a partir da literatura sobre “estado regulador”, caracterizar a variedade regulatória brasileira que se constituiu no sistema financeiro, entre 1988 e 2018. O principal argumento deste artigo é que, no sistema financeiro brasileiro, o Poder Executivo (e não o Congresso) foi o principal da delegação regulatória. Além disso, o Executivo, por meio do Conselho Monetário Nacional, empregou predominantemente mecanismos administrativos ex post para governar a máquina regulatória. Em outras palavras, no lugar de uma delegação ex ante por meio da legislação, o Executivo contou com ferramentas discricionárias para moldar as atividades regulatórias. Esse arranjo ocorreu dentro da cadeia de comando e controle do Poder Executivo, com pouca participação do Congresso. O artigo descreve essa variedade regulatória como regulação executiva da moeda.</p><p> </p><p>ABSTRACT</p><p>Drawing on the literature on “regulatory state”, this paper aims at characterizing the variety of regulatory state that shaped the Brazilian financial system, between 1988 and 2018. The central claim of this paper is that, at the Brazilian financial system, the Executive branch (and not the Congress) was the principal. Moreover, the Executive, through the National Monetary Council, employed ex-post administrative mechanisms predominantly to govern the regulatory machine. In other words, instead of ex-ante delegation via legislation, the Executive relied on discretionary tools to shape regulatory activities. This arrangement took place within the command and control’s chain of the Executive Power, having little participation of the Congress. The article describes this regulatory variety as the presidential dominance in monetary regulation.</p>

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Thomas, Paul E. J., and J. P. Lewis. "Executive Creep in Canadian Provincial Legislatures." Canadian Journal of Political Science 52, no. 2 (October 15, 2018): 363–83. http://dx.doi.org/10.1017/s0008423918000781.

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AbstractStudies of parliamentary systems contend that backbench legislators are increasingly marginalized, with power being centralized in the executive. However, such research typically focuses on national legislatures, ignoring subnational jurisdictions. We extend this literature by exploring the process of “executive creep” in Canada's provinces; namely the tendency of executives to erode legislative independence by appointing backbenchers to quasi-executive positions or cabinet committees. We examine executive creep in all provinces since 1968, finding a clear trend towards the increased incorporation of backbenchers into the work of the executive. Moreover, these changes serve to strengthen the power of first ministers relative to their cabinets.

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Yi, Okyeon. "Befuddling Executive Power with Executive Unilateralism in the Unitary Executive." Journal of International Politics 16, no. 1 (March 31, 2011): 223. http://dx.doi.org/10.18031/jip.2011.03.16.1.223.

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Dissertations / Theses on the topic "Executive power"

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Dragu, Tiberiu. "Essays on executive power /." May be available electronically:, 2009. http://proquest.umi.com/login?COPT=REJTPTU1MTUmSU5UPTAmVkVSPTI=&clientId=12498.

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Hengartner, Lukas. "Explaining executive pay : the roles of managerial power and complexity /." Wiesbaden : Dt. Univ.-Verl, 2006. http://deposit.d-nb.de/cgi-bin/dokserv?id=2862868&prov=M&dok_var=1&dok_ext=htm.

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Steele, Galen Eshbaugh-Soha Matthew. "Strategic factors influencing the issuance and duration of executive orders." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9027.

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Linton, Cynthia A. "Perspectives on Executive power: Legislative vs. Presidential War Powers in the United States." CSUSB ScholarWorks, 2000. https://scholarworks.lib.csusb.edu/etd-project/1763.

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Yatim, Rais. "The rule of law and executive power in Malaysia : a study of executive supremacy." Thesis, King's College London (University of London), 1994. https://kclpure.kcl.ac.uk/portal/en/theses/the-rule-of-law-and-executive-power-in-malaysia--a-study-of-executive-supremacy(7227690b-171b-49cd-824f-39ca1d84bf9d).html.

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Fayyaz, Aaliya Qudsiya. "The effect of hegemonic power on executive compensation." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/MQ38373.pdf.

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Lee-Clarke, Andrew. "Executive coaching as the differentiating patterning of power." Thesis, University of Hertfordshire, 2003. http://hdl.handle.net/2299/14332.

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Executive Coaching is now widely applied in organisations to bring about improvements in performance through individual focussed development. Coaches work with their clients to agree outcomes for their work together and then use their skills in a structured conversation to bring about change. The change they write of is an unfolding of the limitless human potential that resides within each of us, which is accessed by removing obstacles or interferences. The view that I present in this portfolio is significantly different to this predominant thinking and makes an important contribution to the practice of coaching, as a coach, client or line manager. I see the change that can happen in coaching, or indeed in any conversation, as occurring as movements of power. Patterns of power-relating, I argue, differentiate individual and collective identities. Coaching then, is the patterning of power-relating that has the potential for further differentiating and so transforming the identities of all those involved in the coaching process. I perceive power as ongoing patterns that paradoxically form and are formed by the processes of relating between human bodies. I argue that the complex patterning of power, that enables and constrains the actions of each person, creates identity. Identity is therefore a socially created phenomenon, simultaneously forming and being formed by the processes of relating. The differentiating patterning of power transforms identity through changes in our experience of inclusion and exclusion. From this perspective, the change that occurs in coaching assumes transformative causality instead of the dual rationalist and formative causalities that underpin the predominant approaches to executive coaching. This portfolio explores the nature of change in organisations, focussing more intensely, in each paper, on conversations as organisational change, culminating in the exploration of executive coaching as conversations initiated to create change. Through the methodology of participative inquiry, this research provides a way of understanding executive coaching that is informed by the concept of complex responsive processes and the sociology of Norbert Elias rather that the humanistic and cognitive psychologies that are at the root of the work of most executive coaching.

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Iliopoulou, Stavroula. "Executive compensation and managerial power in the UK." Thesis, University of Essex, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.435253.

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Claveria, i. Alias Sílvia. "Women in executive office in advanced industrial democracies : presence, portfolios and post-ministerial occupation." Doctoral thesis, Universitat Pompeu Fabra, 2014. http://hdl.handle.net/10803/392603.

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This thesis is focused on women in executive office. Whereas the literature on women's political representation in national parliaments is now well established, analyses of women in cabinets are rather limited. The dissertation goals are threefold. Firtsly, it examines women's access to executive office, seeking to answer the question about which factors explain the access of women to executive office, with a time series and cross section perspective. Secondly, it pays attention to routes to political office and the gendered patterns underlying portfolio allocation, especially the distribution of prestigious portfolios. Thirdly, it explores the determinants affecting ex-ministers' post-ministerial occupation, as well as how the positions that women and men ministers hold in cabinets may shape their subsequent careers. This dissertation seeks to provide a comprehensive overview of women's participation in executive office in 23 advanced industrial democracies. Simultaneously, it aims at expanding both the general literature on executives and gender and politics.
Aquesta tesi se centra en la dona al poder executiu. Mentre que la literatura ha estudiat extensament la representació política de les dones en els parlaments nacionals, les anàlisis sobre la representació de les mateixes en els governs són limitades. En aquesta tesi s'estableix un triple objectiu. En primer lloc, s'examina l'accés de les dones al govern. tractant de descobrir quins factors expliquen l'accés de les dones a càrrecs executius, tan al llarg del temps com comparativament. En segón lloc, se centra en quines són les rutes d'accés als ministeris; com també en els patrons de gènere subjacents a l'assignació de carteres, especialment en la distribució de les carteres prestigioses. En tercer lloc, s'estudia quins són els factors que incideixen a l'hora d'explicar l'ocupacio post-ministerial dels ex-ministres, també s'analitza si la posició ministerial que els i les ministres ostenten al govern condiciona les seves carreres posteriors. Aquesta tesi pretén oferir una visió global de la participació de les dones als governs en 23 democràcies industrials avançades. Al mateix temps, té com a objectiu la contribució tant a la literatura general sobre els executius com a la literatura de gènere i política.

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Rankin, Michaela, and Michaela Rankin@buseco monash edu au. "Determinants of Executive Remuneration: Australian Evidence." RMIT University. Accounting and Law, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080812.140803.

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Corporate governance, and the role of executive pay in particular, has received increased attention from the media, government, and the business arena in recent years. The study reported in this thesis adds to our understanding of both the components and determinants of Australian remuneration packages for the top management team. It does so in four main ways: 1. The study examines the determinants of compensation of a range of senior executives within the organisation, in addition to the CEO. No Australian research, to date, explores the structure and determinants of remuneration beyond the CEO; 2. The research is conducted in a contemporary setting and timeframe, where corporations are subject to expanded disclosure requirements, when compared to the subjects of prior Australian research; 3. It examines an expanded range of factors documented in overseas research as likely to relate to remuneration, some of which have not been previously examined in Australian work; 4. Finally, in developing hypotheses concerning factors expected to relate to remuneration, the study reconciles the perspectives provided by both agency and managerial power theories in terms of how they present similar and differing propositions. The research examines both cash and incentive components of executive compensation disclosed by a sample of top 300 Australian companies in 2005. The model incorporates measures of firm performance, economic characteristics, board monitoring and governance characteristics, and ownership characteristics in an attempt to explain the level of executive compensation. The study extends analysis beyond the CEO to incorporate an investigation of both the structure and determinants of compensation of the top five executives, in addition to the CEO. Results indicate that the structure of CEO compensation has changed since prior Australian research was conducted, to include a more heavy reliance on incentive pay. In contrast to the US, the structure of CEO remuneration differs from that of non-CEO executives. As managers move progressively up the senior executive hierarchy, short-term cash bonus and share-based incentive pay both become more important as components of remuneration. There is also a greater reliance on performance hurdles than has been documented in prior Australian and international research. The expectation that remuneration is now more strongly tied to firm performance is supported. The size and complexity of the firm are also considered to be important in determining the level of various components of both CEO and non-CEO executive compensation. This supports the view that larger, more complex entities attract higher quality executives, and pay for such quality and expertise. Growth firms are more likely to pay higher levels of incentive pay and total compensation to CEOs than non-growth firms. Executive remuneration also relates to the strength of various monitoring and governance mechanisms, although to a greater extent for CEOs than for other senior executives. Managers are able to influence the remuneration-setting process where governance structures are weak, or where they have greater influence. In some cases factors relating to CEO compensation differ from those associated with compensation of lower-level executives.

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Books on the topic "Executive power"

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Lieberman, David J., ed. Executive Power. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119197553.

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Flynn, Vince. Executive power. Leicester: W.F. Howes, 2004.

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Flynn, Vince. Executive power. New York: Atria Books, 2003.

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Lieberman, David J. Executive Power. New York: John Wiley & Sons, Ltd., 2009.

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Flynn, Vince. Executive power. Waterville, ME: Wheeler Pub., 2003.

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Flynn, Vince. Executive power. New York, N.Y: Atria Books, 2003.

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Westheimer, Patricia H. Power writing for executive women. Glenview, Ill: Scott, Foresman, 1989.

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Morabito, Marcel, and Guillaume Tusseau. Comparative Executive Power in Europe. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003281542.

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Antieau, Chester James. The executive veto. London: Oceana Publications, 1988.

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Antieau, ChesterJames. The executive veto. London: Oceana Publications, 1988.

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Book chapters on the topic "Executive power"

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Müller-Rommel, Ferdinand, and Michelangelo Vercesi. "Executive Power." In The SAGE Handbook of Political Science, 760–75. 1 Oliver's Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2020. http://dx.doi.org/10.4135/9781529714333.n48.

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Suksi, Markku. "The Executive Power." In Sub-State Governance through Territorial Autonomy, 507–74. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-20048-9_7.

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Arian, Asher, David Nachmias, and Ruth Amir. "Balancing Executive Power." In Executive Governance in Israel, 147–59. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403990150_8.

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Whelan, Frederick G. "The Executive Power." In Democracy in Theory and Practice, 583–621. New York, NY: Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781351205870-17.

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Rothacher, Albrecht. "Executive Careers." In The Japanese Power Elite, 231–60. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-22993-2_10.

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Arian, Asher, David Nachmias, and Ruth Amir. "Transition of Government Power." In Executive Governance in Israel, 126–46. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403990150_7.

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Ellis, Richard J. "Law and Executive Power." In The Development of the American Presidency, 488–543. Third Edition. | New York: Routledge, 2018. | “First edition published by Routledge 2012”–T.p. verso. | “Second edition published by Routledge 2015”–T.p. verso.: Routledge, 2018. http://dx.doi.org/10.4324/9781315176048-10.

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Sheffer, Martin S. "Obama and Executive Power." In The Barack Obama Presidency, 73–104. New York: Palgrave Macmillan US, 2011. http://dx.doi.org/10.1057/9780230370456_6.

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Goldie, Mark. "Locke and executive power." In The Lockean Mind, 446–55. London: Routledge, 2021. http://dx.doi.org/10.4324/9781315099675-57.

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Bromhead, Peter. "The Central Executive Power." In Britain's Developing Constitution, 21–24. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003225515-3.

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Conference papers on the topic "Executive power"

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"Executive commmittees." In 2009 IEEE Rural Electric Power Conference. IEEE, 2009. http://dx.doi.org/10.1109/repcon.2009.4919413.

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"Executive Committee." In 2017 IEEE Rural Electric Power Conference (REPC). IEEE, 2017. http://dx.doi.org/10.1109/repc.2017.5.

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"Executive Committee." In 2018 IEEE Rural Electric Power Conference (REPC). IEEE, 2018. http://dx.doi.org/10.1109/repc.2018.00006.

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"Executive Committee." In 2015 IEEE Rural Electric Power Conference (REPC). IEEE, 2015. http://dx.doi.org/10.1109/repc.2015.6.

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"Executive Committee." In 2016 IEEE Rural Electric Power Conference (REPC). IEEE, 2016. http://dx.doi.org/10.1109/repc.2016.6.

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"Executive Committee." In 2019 IEEE Rural Electric Power Conference (REPC). IEEE, 2019. http://dx.doi.org/10.1109/repc.2019.00006.

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"Executive Committee." In 2022 IEEE Rural Electric Power Conference (REPC). IEEE, 2022. http://dx.doi.org/10.1109/repec55671.2022.00006.

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"Executive committee." In 2015 30th International Power System Conference (PSC). IEEE, 2015. http://dx.doi.org/10.1109/ipsc.2015.7827715.

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"Executive committee." In 2014 49th International Universities Power Engineering Conference (UPEC). IEEE, 2014. http://dx.doi.org/10.1109/upec.2014.6934586.

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"Executive Committee." In 2022 13th Power Electronics, Drive Systems, and Technologies Conference (PEDSTC). IEEE, 2022. http://dx.doi.org/10.1109/pedstc53976.2022.9767332.

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Reports on the topic "Executive power"

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Trauger, D. B., J. D. White, R. S. Booth, H. I. Bowers, R. B. Braid, R. A. Cantor, J. C. Cleveland, J. G. Delene, U. Gat, and T. C. Hood. Nuclear Power Options Viability Study. Volume 1. Executive summary. Office of Scientific and Technical Information (OSTI), September 1986. http://dx.doi.org/10.2172/5034134.

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Clark, Kara, Nicholas W. Miller, and Slobodan Pajic. Executive Summary: Concentrating Solar Power Impact on Grid Reliability. Office of Scientific and Technical Information (OSTI), July 2018. http://dx.doi.org/10.2172/1462340.

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ROZANOVA, N. CONTENT OF THE REPUTATION OF A REGIONAL POWER IN THE CONTEXT OF A NORMATIVE ASSESSMENT OF ITS PERFORMANCE. Science and Innovation Center Publishing House, 2021. http://dx.doi.org/10.12731/2070-7568-2021-10-5-1-39-48.

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The article reflects the results of the research of the information component of the concept “the reputation of the regional (executive) power” on the basis of the normative approach. The interrelation between the evaluation indicators of the regional executive power activity efficiency and the power reputation content is shown, based on the mass questionnaire survey of the population of 6 regions of the Central Federal District (sample of 1,500 people). The conclusion about rather low potential of influence of existing at the moment normative system of evaluation of efficiency of regional executive authorities on the process of formation of its reputation among the population is made.

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Musial, W., and B. Ram. Large-Scale Offshore Wind Power in the United States: Executive Summary. Office of Scientific and Technical Information (OSTI), September 2010. http://dx.doi.org/10.2172/990099.

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Bebchuk, Lucian Arye, Jesse Fried, and David Walker. Managerial Power and Rent Extraction in the Design of Executive Compensation. Cambridge, MA: National Bureau of Economic Research, July 2002. http://dx.doi.org/10.3386/w9068.

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Gerstle, Thomas, Peter Virage, Mark Wade, and Larry Kimm. Aircraft Engine and Auxiliary Power Unit Emissions Testing: Volume 1, Executive Summary. Fort Belvoir, VA: Defense Technical Information Center, March 1999. http://dx.doi.org/10.21236/ada361474.

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Jones, A. R. MHD advanced power train. Phase 1, Final report: Volume 1, Executive summary. Office of Scientific and Technical Information (OSTI), August 1985. http://dx.doi.org/10.2172/93532.

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Bendixen, Shannon, Michael Campbell, Corey Criswell, and Roland Smith. Change-Capable Leadership The Real Power Propelling Successful Change. Center for Creative Leadership, 2017. http://dx.doi.org/10.35613/ccl.2017.2049.

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If you could ask 275 senior executive leaders about how to lead change, what would they have to say? What if they talked about the most important factors for success, what you should do more of, do less of, or avoid all together? What if their experiences could help you lead change in your organization and provide an early warning system to avoid failure? Do we have your attention? If you are a leader facing complex business challenges in your organization that require changes in the way people have always done things, we offer the following insights from the senior executives we asked about their experiences in leading change: 1. Change yourself. Leading change successfully means spending time outside of your comfort zone. As the individual leading an initiative you must change your mindset, actions, and behaviors. 2. Don’t go it alone. Leading change is a team activity. People come together driven by a compelling, and frequently communicated, message about why we are changing. 3. Know the signs . Recognize the early warning signs that indicate an initiative is starting to derail.

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Weisbach, Michael. Optimal Executive Compensation vs. Managerial Power: A Review of Lucian Bebchuk and Jesse Fried's "Pay without Performance: The Unfulfilled Promise of Executive Compensation". Cambridge, MA: National Bureau of Economic Research, December 2006. http://dx.doi.org/10.3386/w12798.

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Meier, W. R., R. L. Bieri, M. J. Monsler, C. D. Hendricks, P. Laybourne, and K. R. Shillito. OSIRIS and SOMBRERO Inertial Fusion Power Plant Designs, Volume 1: Executive Summary & Overview. Office of Scientific and Technical Information (OSTI), March 1992. http://dx.doi.org/10.2172/833813.

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