Power distance
Power distance concerns the extent to which less powerful members of a society accept and expect unequal distributions of power in Hofstede’s framework. It can influence expectations about authority, consultation and the formality of relationships. It describes a cultural dimension at an aggregate level, not a measurement of how much power a particular director legally possesses. Actual organisations and individuals can differ from national patterns.
Worked example
A manager invites junior staff to challenge a proposal but receives little response. One possible influence is an expectation that disagreement with senior people is inappropriate; the manager investigates rather than assuming silence means agreement.
Common mistake
Do not equate high power distance with a long organisation chart or use a country score to decide that every employee prefers authoritarian management.
Where it appears in your exams
| Qualification | Exam | Relationship | Period |
|---|---|---|---|
| ACCA | BT | Direct | September 2026–June 2027 |
| FIA | FBT | Direct | September 2026–June 2027 |