Ch. 11: Low Power Distance Followers and High Power Distance Leaders

Geert Hofstede is an author and Dutch social scientist who did the pioneering study of cultures across modern nations. It's in his work and research that the concept of power distance regarding equality and inequality was discussed. Sadly, he passed away February 12 of this year. Power distance was only one dimension of Hofstede's cultural dimensions theory. There were originally four dimensions, but they were later increased to six (Kenton, 2020). 

This blog post will discuss this concept of low power distance in followers in an interaction with a high power distance leader. 

Geert Hofstede @rogierveldmanphotography

"Power distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally" (Hofstede, 1984). Hofstede developed a PDI, or Power-Distance Index to provide insight into the extent to which subordinates, or regular citizens, accept or challenge the authority of the person or people in charge (Kenton, 2020). The PDI is higher in countries with strong authority and hierarchy and lower in countries where authority works along side it's subordinates. An example of high power distance would be China, and an example of low power distance would be Denmark. 

When we talk about followers who socially value low power distance, we are referring to followers who value working more along side their leader, not underneath them. If followers such as these were to suddenly be under the leadership of an individual who displays high power distance, this could end very badly. This would be akin to the people of Denmark suddenly having the President of the Philippines as their new Prime Minister. I imagine in this situation Rodrigo Deterte would not be able to adjust to the parliamentary representative democracy of Denmark. He is used to dictating what will be allowed and punishing those severely that don't follow through, even though he presides over a democracy in name. 

Currently, I have a brother-in-law living in the Philippines with a wife and child and he is unable to bring them to the U.S. due to red tape issues arising from trying to get her Visa. At this time President Deterte has threatened to have individuals shot that violate anti-virus measures currently in place. This is preventing my Brother-in-law from being able to even leave his home to get food. Because he lives in a country where the power distance is high, he has to abide by the rules or the risk of death is high. However, if this type of leader tried this same approach in a country such as Denmark, he would be overthrown. 

So what about on a smaller scale? What if a company who typically has low power distance values suddenly hires a leader who displays a high power distance? The outcome would be similar to the situation we recently dealt with in our Saddle Creek Deli project. The followers, or employees, might not push back openly or even right away but their work is going to be affected and many will choose to quit. Eventually one, or even a few, might step up and make complaints, but it won't be right away. The organization will suffer due to the affected work, reduced staff, and high turnover rate among even new hires. 

Similarly, if an individual who values low power distance gets hired by an organization who displays high power distance they are going to realize very quickly that this is not the right environment for them. If the pay was high they may try making it work for as long as they could. But, unless they change their values, it is going to be a very unpleasant working environment and no amount of discussing this with their leaders is going to bring about change if this is already the culture. I personally wouldn't be able to stay in an environment with high power distance. I don't care how high the pay was, it just wouldn't be worth it. 

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I found this video of Geert Hofstede talking about Power Distance. I found it very interesting coming from him himself.