The Power Distance Theory refers to the degree that members of a given culture believe there is an unequal distribution of power in its organizations and institutions. The main tenant of this dimension explains how members of a given society respond to an unequal distribution of power among individuals and organizations. Mulder, Veen, Hijzen and Jansen (1973) explain Power Distance Theory as the tendency that exists in people to close the gap between themselves and others with more power. That tendency increases as the power distance involve decreases. That, in turn, influences the actions of both those with the more powerful and the less powerful group members. Hofstede (1997) adds, that power distance also explains degree that prestige,
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128), those who follow the behavior of intelligent models that possess social or technical aptitudes, and have social power tend to occupy high positions in various hierarchies. People who are highly power distance oriented will tend to use supervisors as behavioral models compared to individuals who are low in power distance orientation. Both low and high power distance oriented people will view the supervisor achieved that status as a reward for favorable behavior. Those with high power distance orientation will ascribe the success of their superiors glean unique characteristics inherent to that person (Hofstede, 1980). In other words, high power distance orientated people will view their superiors as having innate power, status, and superiority (Kirkman et al., 2009). Superiors represent people that deserve respect and to learn from their actions. In contrast, those with low power distance orientation view superiors as not having any special status, except that they are in the company’s hierarchy. Those with low power distance orientation consider that as an issue of convenience. Their position does not reflect any existential differences in status. That suggests that subordinates who are high power distance oriented will tend to model their behaviors after their supervisors while their low power distance oriented peers will not (Lian, Ferris, & Brown, …show more content…
The author used Hofstede’s (198?) four structural elements of culture that influence people’s behavior’s in work situations. Those elements are Individualism, Power Distance, Uncertainty Avoidance, and Masculinity. Gray concluded that secrecy was most closely linked to Power Distance, Uncertainty-Avoidance, and Individualism. Also, in high Power Distance cultures, information tends to be restricted in order to preserve inequalities of power. Finally, in high Power Distance societies with low ranking individualism and masculinity tend to be highly secretive.
In 1997, Spencer-Oatey explored individual’s thoughts of an unequal role relationship in a high power distance culture and a low power distance culture in a mixed design study. The participants were from the United Kingdom and China. After analyzing the quantitative and qualitative data, the researcher discovered substantial differences between the
128), those who follow the behavior of intelligent models that possess social or technical aptitudes, and have social power tend to occupy high positions in various hierarchies. People who are highly power distance oriented will tend to use supervisors as behavioral models compared to individuals who are low in power distance orientation. Both low and high power distance oriented people will view the supervisor achieved that status as a reward for favorable behavior. Those with high power distance orientation will ascribe the success of their superiors glean unique characteristics inherent to that person (Hofstede, 1980). In other words, high power distance orientated people will view their superiors as having innate power, status, and superiority (Kirkman et al., 2009). Superiors represent people that deserve respect and to learn from their actions. In contrast, those with low power distance orientation view superiors as not having any special status, except that they are in the company’s hierarchy. Those with low power distance orientation consider that as an issue of convenience. Their position does not reflect any existential differences in status. That suggests that subordinates who are high power distance oriented will tend to model their behaviors after their supervisors while their low power distance oriented peers will not (Lian, Ferris, & Brown, …show more content…
The author used Hofstede’s (198?) four structural elements of culture that influence people’s behavior’s in work situations. Those elements are Individualism, Power Distance, Uncertainty Avoidance, and Masculinity. Gray concluded that secrecy was most closely linked to Power Distance, Uncertainty-Avoidance, and Individualism. Also, in high Power Distance cultures, information tends to be restricted in order to preserve inequalities of power. Finally, in high Power Distance societies with low ranking individualism and masculinity tend to be highly secretive.
In 1997, Spencer-Oatey explored individual’s thoughts of an unequal role relationship in a high power distance culture and a low power distance culture in a mixed design study. The participants were from the United Kingdom and China. After analyzing the quantitative and qualitative data, the researcher discovered substantial differences between the