2. 2
Plan
• 1. Conceptualization of power distance (power
distance index PDI).
• 2. Determinants of PDI.
• 3. Comparative analysis of cultures with high
and low PDI.
• 4. Power distance and intercultural
communication.
3. 3
Conceptualization of power distance
(power distance index PDI).
Power Distance is the extent to which the less powerful
members of organizations and institutions accept and
expect that power is distributed unequally. It is the extent
to which organizations and societies accept power
differentials.
Power Distance Index does not reflect an objective
difference in power distribution, but rather the way people
perceive power differences.
Geert Hofstede
4. 4
Determinants of PDI
The following factors determine the high or the low PDI of a
culture:
• geographic latitude (higher latitudes being associated with a smaller
power distance index)
• population size (larger size being associated with a larger power
distance index)
• wealth (richer countries being associated with a smaller power
distance)
• less traditional culture
• more modern technology
• more urban living
• more social mobility
• a better educational system
• a larger middle class.
5. 5
Comparative analysis of cultures with high
and low PDI
Societies with large power distance are characterized by the
following features:
• Autocracy in leadership
• Authority that is centralized
• Paternalistic ways of management
• A number of hierarchy levels
• The acceptance of the privileges that come with power
• A lot of supervisory staff
• An expectation of power differences and inequality
Societies that have small power distance possess the following
features:
• Participative or consultative style of management
• Decentralized decision-making responsibility and authority
• Flat structure of organizations
• Small proportion of supervisory staff
• Questioning the authority and lack of acceptance
• An inclination toward egalitarianism
• Consciousness of rights
6. 6
Power distance and intercultural
communication
1.In low-power cultures the communications are more horizontal.
2.There is a preference for consultation and subordinates readily
approach and contradict their bosses.
3. The parties openly work towards resolving any dispute by stating
their own points of view.
4. If they cannot come to a satisfactory conclusion, they may choose
to involve a mediator.
5. Leaders encourage independent thought and contributions to
problem solving and expect (within reason) to be challenged.
7. 7
Power distance and intercultural
communication
1.In high-power cultures communication is indirect and the
information flow is selective. It is a one-way process.
2.Leaders are expected to resolve disputes as well as make all the
difficult decisions.
3. Subordinates comply with their leader rather than challenge him or
her or try to arrive at their own solutions in dealing with conflict.
4.Subordinates can attempt to build rapport in exchange for favours.
5.Oftentimes subordinates are afraid to ask questions, to contradict
the leader.
8. 8
REFERENCES
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2. Gladwell, Malcolm. The ethnic theory of plane crashes. New York: Little, brown and company, 2008. 204-07. Print.
3. Hofstede's cultural dimensions theory. (2012, October 22). Wikipedia. Retrieved December 11, 2012,
from http://geert-hofstede.com/united-states.html
4. Hofstede, G. Research. http://geert-hofstede.com/united-states.html. Retrieved December 11, 2012,
from http://geert-hofstede.com/united-states.html
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8. Neil, R. (2009, December 29). "Power distance" and innovation. Roger neil's blog. Retrieved December 11, 2012,
from http://rogerneill.blogspot.com/2009_12_01_archive.html
9. Power distance in Saudi Arabia. International business wiki. Retrieved December 11, 2012,
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