Power distance is the extent to which power is unequally distributed between parties, and the level of acceptance of that unequal distribution, whether it is in the family, workplace, or other organizations. The concept is used in cultural studies to understand the relationship between individuals with varying power, and the effect this has on society. It was introduced in the 1970s by Geert Hofstede, who outlined a number of cultural theories throughout his work. Members within a power network may accept or reject the power distance within an institution's cultural framework, and the Power Distance Index (PDI) was created to measure the level of acceptance. It may be low, moderate, or high. It is theorized that democratic governments occur most commonly among low power-distance societies, where unquestionable hierarchies are not ingrained at an early age, as they tend to be in high power-distance societies.
Origin Geert Hofstede was a Dutch psychologist and professor. He conducted a survey from the 1960s to the 1970s through IBM, a multinational computer manufacturing company, which was the main contribution to his development of the cultural dimensions theory. In the study, Hofstede distributed questionnaires to various IBM employees in different countries relating to value differences within the company. He observed different power-distance levels and management styles and theorized four cultural dimensions: individualism/collectivism, masculinity/femininity, power distance and uncertainty avoidance. Later research led to the discovery of a fifth and sixth dimension. Chinese sociologists identified long term/short term orientation as the fifth and a replica of Hofstede's study identified the sixth: indulgence/restraint. These dimensions were described in his popular work, "Culture's Consequences" (2001). Hofstede created a measurement tool for the power-distance dimension. The Power Distance Index (PDI) measures to what degree a country, organization, or institution accepts the distribution of power and authority; it can be high, moderate, or low.
Development and studies on the theory
Hofstede
Cultural dimensions theory Hofstede developed the cultural dimensions theory, which is widely used as a crucial framework for cross-cultural communication. It is the earliest theory that could be quantified and is used to explain perceived differences between cultures and has been applied extensively in many fields, especially in cross-cultural psychology, international business, and cross-cultural communication. It was driven by the statistical procedure (also called "factor analysis") to make the development, based on the result of a global survey of the values of IBM employees conducted from 1967 and 1973. Hofstede's theory identified six dimensions of culture: power distance, individualism vs collectivism, uncertainty avoidance, masculinity vs femininity, short-term vs long-term orientation, and indulgence vs self-restraint. Research has suggested that power distance can vary from culture to culture, which can be particularly prevalent in international corporations. A study performed by Xiaoshuang Lin et al. found that employees are more inclined to speak up under leaders deemed to be humble by their employees. Humility is a trait often associated with low-power distance cultures. The study found that an employee's self-conceptualization of power determined not only their workplace voice, but also their superior's humility. An environment such as this would also be akin to the collectivism dimension that Hofstede proposed.
Power Distance Index (PDI) The PDI is designed to measure the extent to which power differs within the society, organization, and institutions is accepted by less powerful members. The index assigns a score to each country that indicates its level of power distance and dependent relationships. The PDI also represents society's level of inequality that is defined from below rather than from above. The PDI uses relative values; it is only useful when comparing countries. Hofstede derived power-distance scores for three regions and fifty countries from the answers given by IBM employees in the same type of positions to the same questions. The PDI was calculated by: 1. Preparing three survey questions:
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