What is: Power Distance?

Power distance is a way to explain the handling of differences between groups existing in a system of inequality. It reflects a culture’s attitude towards human inequality which defines itself inside organizations through a manager subordinate relationship. Where low power distance is present, managers and subordinates have egalitarian relationships with access to near equal levels of power. High power distance thrives inside hierarchical organizations where importance is placed on social status of employees.

In the US, low power distance thrives inside flattened organizational models where levels of hierarchy are reduced by creating top-light teams composed of equal standing members. According to one college business text; “flat organizations emphasize a decentralized approach to management that encourages high employee involvement in decisions (Allen, 1998).” These structures break down organizational hierarchy and reduce the power distance between superiors and subordinates, giving workers more autonomy or freedom. Subordinates will have open conversations with management regarding validity of group objectives and future strategies. Management solicits these activities, often viewing them as a way to judge a subordinate’s ability to insight vision and lead.

India’s culture prefers high power distance inside its hierarchical organizations. These structures are shaped by formal layers of management working up and down the organization to make decisions and divvy up duties. Tasks are assigned based on status in the organization using detailed and definitive instructions. Top-down decision-making, hierarchical relationships, and monitoring of workers...most Americans like to call this micromanagement.

Bottom line:

• Begin relationships with the assumption that high power distance and hierarchical structures are present.

• Expect a more formalized structure for communication between Indian managers and subordinates than in the US.

• Use techniques that make you scream this is micromangement--managers should provide a detailed roadmap for employees to follow when performing tasks.

• Avoid creating forums that thrive in low power distance environments. Researchers belive that Indian colleagues may criticize and more importantly distrust a US manager acting with low power distance principals. Requesting for feedback on your performance may send an indication of weak leadership.