Concept of Power:
High and Low Power Distance

In this exercise, you consider the notion of power distance. This concept is larger than the workplace, having as its focus the attitude of a society toward inequality -how cultures deal with difference in access people have to power and their level of status - but it is manifest especially in workplace relations, particularly in the role and relationship of the manager and the subordinate. The following brief descriptions of the two poles of this concept--high and low power distance--suggest the issues involved:

HIGH POWER DISTANCE: Cultures where high power distance typifies the workplace accept that inequalities in power and status are natural or existential. In the same way they accept that some people are smarter than others, people accept that some will have more power and influence than others. Those with power tend to emphasize it, to hold it close and not delegate or share it, and to distinguish themselves as much as possible from those who do not have power. They are, however, expected to accept the responsibilities that go with power, to look after those beneath them. Subordinates are not expected to take initiative and are closely supervised.

LOW POWER DISTANCE: People in these cultures see inequalities in power and status as largely artificial; it is not natural, though it may be convenient, that some people have power over others. Those with power, therefore, tend to deemphasize it, to minimize the differences between themselves and subordinates, and to delegate and share power to the extent possible. Subordinates are rewarded for taking initiative and do not like close supervision.

In the space before each of the statements below, put an "H" if you think it reflects an attitude of high power distance, or an "L" if low power distance is more likely: