Cultural Dimensions: Power Distance (G.

Hofstede)

“All animals are equal, but some

are more equal than others.”
 
(George Orwell)
 

Maria Antonietta Marino - https://www.linkedin.com/in/mariaantoniettamarino/

 Cultural Dimensions: Power Distance (G. Hofstede)

"Power Distance", one of Hofstede's cultural

dimensions, is the extent to which societies and
organizations accept power inequality among their
members.

In societies characterized by a high index of power

distance authority is never or rarely questioned,
hierarchy is clearly established, power differentials
and inequity are accepted.

Does it sound familiar? Let's discover where your

community ranks in the Power Distance Index.

***
“Power resides where men believe it resides.
No more and no less".
(George R.R. Martin, A Clash of Kings)

 
Maria Antonietta Marino - https://www.linkedin.com/in/mariaantoniettamarino/
 Cultural Dimensions: Power Distance (G. Hofstede)

Examples of high power distance cultures Examples of low power distance cultures
are: the Arab world, most Latin American are English- and German speaking
countries, most Asian and African countries, countries, Scandinavian countries, some
some European countries (e.g. France and Latin American countries (e.g. Costa
Poland) Rica)

   

* NOTE: A limitation of Hofstede's model is that factors such as racial and colonial inequalities have not been taken into
account into the measurement of power distance

Maria Antonietta Marino - https://www.linkedin.com/in/mariaantoniettamarino/

 Cultural Dimensions: Power Distance (G. Hofstede)

In societies characterized by a high PDI (Power Distance Index) authority is

usually centralized and autocratic, clearly distinguishing between leaders
and followers, with both parties endorsing such level of inequality

Hierarchy is normal and accepted, there is an emotional distance between

individuals believed to be at different social levels

People depend to a large extent on "power holders".

Subordinates are not empowered and are expected to take
orders, not to act or think independently.
They refrain from expressing disagreement and accept to
comply without questioning the situation

Power holders are entitled to special treatment are are not

usually approachable to their subordinates

Maria Antonietta Marino - https://www.linkedin.com/in/mariaantoniettamarino/

 Cultural Dimensions: Power Distance (G. Hofstede)

From a business perspective, employees members of a high power

distance culture are unlikely to do something unless explicit and
detailed instructions are provided

Communication (vertical/downwards) is cautious and ineffective:

subordinates do not often have the chance to approach their
managers and when they do, they fear raising issues that might put
the power holder in a difficult position with consequent unpleasant
repercussions

Leaders spend most of their time micro-managing and controlling and they
cannot focus on the "big picture". This factor, coupled with the usually poor
quality of decisions deriving from a lack of meaningful contribution from the
workforce, is, in the log run, bound to damage the organization

Unethical behavior is likely to go undetected or unreported

Maria Antonietta Marino - https://www.linkedin.com/in/mariaantoniettamarino/

 Cultural Dimensions: Power Distance (G. Hofstede)

Societies characterized by a low PDI (Power Distance Index) promote

independence and individual empowerment. Authority is usually
decentralized and democratic

Unfairness is not tolerated and members of low PDI societies make

great efforts in order to achieve social harmony and cohesion. On
the other hand, a high level of personal accountability is expected

In low PDI cultures it is common for juniors (in terms of either age
or rank) to question and challenge the authority, since critical
thinking is encouraged from an early age

Leaders are more likely to "consult" and "guide" than they are to
"impose". The societal structure is flat and great emphasis is
placed on the importance of equal rights and opportunities

Maria Antonietta Marino - https://www.linkedin.com/in/mariaantoniettamarino/

 Cultural Dimensions: Power Distance (G. Hofstede)

From a business perspective, employees members of a low

power distance culture are unlikely to be submissive towards
their superiors and the "open door" policy is a rather
common eventuality

They value and take pride in problem solving abilities and they
openly discuss issues and potential resolutions with their
managers

Upward mobility is the norm, both information and important resources are shared and
accessible to most people

Employee involvement and participation are important: supervisors encourage workers to

take initiative, to act autonomously, to share their experiences and their views

People tend to address power holders on a first name basis and to

socialize with them during informal gatherings

Maria Antonietta Marino - https://www.linkedin.com/in/mariaantoniettamarino/

 SOURCES
 

- Hofstede, Geert H. (1997). Cultures and Organizations:

Software of the Mind (second ed.). New York: McGraw-Hill

- Hofstede, Geert H. (1997). Cultures and Organizations:

Software of the Mind (second ed.). New York: McGraw-Hill

- Lonner, Walter J.; Berry, John W.; Hofstede, Geert H.

(1980). Culture's Consequences: International Differences in
Work-Related Values. University of Illinois at Urbana-
Champaign's Academy for Entrepreneurial Leadership
Historical Research Reference in Entrepreneurship

Maria Antonietta Marino - https://www.linkedin.com/in/mariaantoniettamarino/