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 DiamondBridge Economics and Business Journal
A Publication of Garden City Premier Business School, Port Harcourt-Nigeria
ISSN 2756-4495(Print); ISSN 2756-4487(Online)
Volume 3, Issue 2, June 2023
Journal homepage:https://www.gacpbs.com/diamondbridge-economics-and-
business-journal/

Original Research Article

HIGH POWER DISTANCE CULTURE AND EMPLOYEE

PERFORMANCE IN THE WORKPLACE

Silva Opuala-Chalres

Mordecai Eugenia

Abstract .

Effective relationships, interactions, and communication between managers and

employees require power distance. Low power distance further develops
cooperation’s, associations, and correspondence among directors and
representatives in contrast with high power distance. Employees in a company
with a high distance culture see organizational hierarchy as a sign of power
imbalance between upper- and lower-level employees. In this case, the study
aims to investigate the connections between employees' loyalty to the company
and their trust in it and their perceptions of power distance. According to
theoretical research, power distance is the degree to which individuals accept
and anticipate unequal power distribution in a community or organization. It
might have a significant effect on the behavior, interactions, and communication
of followers and leaders. Representatives in societies with high power distance
are more disposed to acknowledge and regard progressive system, adhere to
directions without addressing them, and abstain from scrutinizing or testing their
bosses. They may also look to their superiors for leadership, motivation, and
rewards. Representative view of force distance can likewise influence their
mentalities and ways of behaving. Employees, for instance, who are aware of
high-power distances are submissive to their superiors and exhibit a great deal
of respect for them. Employees with a high-power distance culture are not

©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria

allowed to participate in or have no authority to make decisions about the affairs
of the company, which results in poor performance. As a result, the purpose of
this study is to increase awareness of the significance of power distance in
organizations.

Keywords: Power Distance Culture; Employee’s Performance; Employee’s

perception; Organizational Commitment

ORCID ID: 0000-0003-1591-1141

1.0 Introduction degree to which society endures

Utilizing the idea of power distance,
one can classify individuals into
gatherings, associations, nations,
and levels of acknowledgment of
disparity as one or the other
unavoidable or practical. In
hierarchical organizations, power is
ingrained because it has an impact
on numerous organizational practices
and activities and is a necessary
component of all relationships. It
examines the extent to which a
society tolerates unequal power
distribution. According to Javidan and
House (2001), people's perceptions
of how individuals at various levels of
authority ought to interact are
influenced by their acceptance of
power disparities. Regardless of the
way that it is periodically seen as a
public worth, power distance
fluctuates at the individual, bunch,
hierarchical, and cultural levels and
interfaces with various components
at every one of these levels (Taras et
al., 2010).
As indicated by Hofstede (1980 &
2001), power distance alludes to the
disparity. According to Hofstede
(2001), power distance in the
workplace is the perceived disparity
between a boss's and a subordinate's
level of authority (influence). It is
essential to emphasize that the
supervisor and subordinate
acknowledge and value the severity
of this inequality, supported by their
respective social and national
contexts (Hofstede, 2001). Culture,
according to Hofstede (2001),
determines the level of power
distance at which the powerful are
more likely to maintain or increase
power distances and the weaker
ones to reduce them. Power distance
is a trait that is especially relevant to
organizational settings because
power is always distributed unevenly
across organizations (Farh et al.,
2007). Power distance meaningfully
affects organizations' degrees of
formal order, participative direction,
and centralization (Hofstede, 2001).
Strong people are considered
unrivaled, far off, and paternalistic in
high power distance conditions when

©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria

 dictatorial authority is normal
(Hofstede, 1980). Because those in
positions of power are regarded as
superior and elite, those in these
positions accept their positions in the
hierarchy, place their trust in their
leaders, and defer to their decisions
(Kirkman et al., 2009; 1994, Bochner
and Hesketh). Because of the social
distance made by progressive
connections, which is connected to
being more undertaking focused and
less individuals situated, societies
2.0
Conceptual Framework
As per the executive’s specialists, one
of the main components impacting
both individual and gathering conduct
in associations is the socio-social
climate. In today's more diverse
workplace and global economic
environment, understanding how
culture influences organizational
behavior has evolved from a strictly
scientific interest to a strategic
necessity (Sagie and Aycan, 2003).
Over the past two decades, the
number of studies examining the
challenges of managing cultures in a
different way has significantly
increased. Despite the fact that they
do demonstrate some universality in
the management theories created in
the West, these studies demonstrate
that organizational behavior and the
efficacy of management methods
change significantly depending on the
cultural context. Despite its flaws, the
cultural framework developed by
©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria
with high power distance additionally
foster components for achieving
assignments. According to Jaw et al.,
(2007), members of cultures or
groups with a greater concentration
of power are more likely to value
status, power, and prestige.
Alternately, little power hole is
apparent in cooperative authority,
decentralized associations, and
participatory navigation (Hofstede,
1980).
Hofstede is unquestionably the one
that international management
currently employs the most. Since its
first publication in 1980, Hofstede's
Culture's Consequences has had a
significant impact on cross-cultural
studies in psychology, organization
studies, and the social sciences as a
whole (Smith, 2002). The book was
revised and expanded in 2001.
The five cultural components that
Hofstede discovered are individualism
versus collectivism, masculinity versus
femininity, strong versus weak
uncertainty avoidance, long-term
versus short-term orientation, and high
versus low power distance. Dynamism
based on Confucius emphasizes the
long term over the short term. It was
introduced following additional
research conducted with a Chinese-
specific survey tool (Hofstede and
Bond, 1988). Most studies have
focused on the independence versus
community banter (Hui and Triandis,
1986; Sinha and Tripathi, 1994;
Triandis, 1995; Schermerham and
Bond, 1997; Krokosz-Krynke, 1998).
Despite the fact that it may be just as
important as individuality and
collectivism in influencing employee
behaviors, organizational structure,
and procedures, power gap has
received very little attention.
Numerous books and reviews have
addressed the individualism-
collectivism dimension, but no one has
2.1 Employee Participation
Employees’ commitment is the method
involved with enabling workers to
arrive at conclusions about their work
processes and engaging them to
acknowledge liability regarding their
choices. The vast majority of research
on employee engagement has been
carried out in the West. Studies have
shown that representatives are bound
to have great assessments of
managers who give them more
opportunity to complete their work
(Marchese, 2001). Be that as it may,
contingent upon social attributes,
representative cooperation might
varyingly affect business results
(Cordova, 1982) especially in social
orders with enormous and little power
distances (Lincoln et al., 1981).
According to research by Brockner et
al., (2001), employees with high power
distance values choose to participate
less than employees with low power
distance values. As for Erez and
©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria
addressed the power distance (see,
for instance, Earley and Gibson, 1998;
Triandis, 1995). Employee
participation, job descriptions,
organizational communication,
decision-making, management
control, ethical behavior, and
organizational structuring and
adaptation were all examined in this
study in relation to high-power
distance, a significant cultural
dimension.
Triandis (1994), representative
contribution might be difficult to
examine and testing to execute in a
powerful distance association. This
could be because people who value
power distance are more likely to
support managerial decisions over
those made by others. These
employees despise taking on new
responsibilities and frequently prefer to
be told what to do. According to
Hofstede (1984), people who come
from high power distance cultures or
who uphold high power distance
values frequently find themselves
perplexed in low power distance
organizations due to the absence of
trustworthy superiors who can provide
them with clear instructions. Lachlan
(1988) claims that early socialization
has an impact on core values,
whereas late socialization only has an
impact on auxiliary values. While
under pressure to adhere to
organizational standards and
administrative procedures, employees'
peripheral values may shift, but their
fundamental values may not. Workers
normally change hierarchical work
prerequisites, as indicated by Holland
(1976), in the event that those
necessities struggle with their own
standards. If the requirements of the
job do not align with their values,
employees may choose to change
careers rather than their ideals.
Birnbaum and Wong (1985) claim that
employees in Hong Kong place a high
value on power distance and that
2.2 Job Descriptions
Tsui et al. (1995) found that in highly
centralized organizations, employee
relationships are more job-focused. As
indicated by the creators, a business
game plan that is "work centered"
urges individuals to perform at
significant levels on their doled out
errands without requiring their
devotion to the hierarchical
accomplishment all in all. In this
arrangement, the employer has very
specific requirements for the output
from employees. For McKenna (1998),
the essential administrative need in a
powerful distance association is to
guarantee that workers complete their
positions precisely as requested,
neither more nor less.
2.3 Communication
In businesses operating in a high-
power distance cultural environment,
subordinates are not expected to
participate in decisions made by their
superiors because they can interpret
©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria
businesses there are overly
centralized. Workers in China, in
particular, prefer to work in centralized
systems rather than decentralized
ones. Organizational deviations that
went against Hong Kong's traditional,
Chinese-rooted hierarchical power
structures contributed to employee
discontent. However, when values that
were not fundamental were
addressed, employees' work
satisfaction and performance were
unaffected.
this as an indication of the superior's
incompetence or weakness
(Francesco and Chen, 2000).
Additionally, subordinates are
reluctant to freely express their
opinions and disagreements because
they are concerned about damaging
their own or others' reputations.
Unsurprisingly, this kind of behavior
makes it hard to talk to each other.
When senior management stops
participating in what is happening,
lower-level employees begin to
question what management expects of
them (Mintzberg, 1993). Because of
this correspondence hole, decisions
could be made in view of old and
fragmented information. Kim (1999)
discovered that communication has a
vertical structure in a high-power
distant culture like Korea. Formal
communication is typically top-down
and follows a predetermined pyramidal
chain of command. Additionally, there
is less volunteer feedback at the
bottom. The majority of interactions
between superiors and subordinates
involve the superior speaking first and
the subordinate simply nodding in
agreement. Due to the organizational
geography and the significant power
disparity in India, formal channels are
the only means of communication
between superiors and subordinates.
Additionally, because each employee
has unique and restricted job
2.4 Decision Making
2.4.1 Centralization:
Sinha and Tripathi (1994) found that
most Indian groups used
authoritarian decision-making.
Lachman and others (1995) arrived at
a similar conclusion, stating that
organizations with high power
distance typically employ a non-
participative, hierarchical decision-
making structure. In addition,
according to Hofstede (2001),
superiors are expected to lead and
make decisions in an authoritarian
manner in high power distance
companies, where decision-making is
centralized among a small group of
individuals.
2.4.2 Decision Making in Action:
As for Hofstede (2001), subordinates
generally feel excessively scared to
censure their bosses in high power
distance associations. They are more
likely to work for supervisors who are
able to make decisions and take
responsibility before delegating work
to employees (Erez, 1994;
Triandis,1994). In a powerful distance
©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria
descriptions, work is segmented. As a
result, employees and employers
rarely interact informally.
Organizations and cultures with high
power distances, according to
Hofstede (2001), support the
concentration of power and decision-
making in a select few at the top
because informal communication is
scarce at all levels of the hierarchy.
association contrasted with a low
one, top administration can complete
choices considerably more rapidly
because of the careless demeanor of
subordinates (Graf et al. 1990).
However, low power distance
businesses may encounter employee
opposition when decisions are made
without their input (Brockner et al.,
2001).
2.4.3 Decision Effectiveness:
As was discussed in the preceding
section, high power distance
companies frequently struggle to
make sound judgments due to the
issue of the communication gap
between superiors and subordinates.
(Khatri, 1996). It is essential for
employees to disclose what is
anticipated because senior managers
typically take offense when their
juniors contradict them, even when
they are accurate (Prendergast,
1993). Despite being wrong, senior
managers frequently come across as
"right." On the off chance that a chief
is encircled by "yes men," they will not
be able to get to the numerous
perspectives, information, and
encounters of their group. When
conformity is prioritized, it is even less
likely that ideas will be improved
through group discussion and
debate.
2.4.4 Management Control:
Control and discipline are essential
components in any business, but
especially in large organizations.
According to Nasierowski and Mikula
(1998), subordinates may tolerate
2.4.5 Deference to Senior
Employees:
Kim (1999) says that autonomy and
equity are more important in the
West. The East, on the other hand,
places a higher value on group loyalty
and organizational structure. For
Brew and Marsland (1983), an
individual's age and position in a
powerful distance association show
how regarded they are; Juniors are
expected to respect and submit to
their elders. According to Kim (1999),
the second group shows kindness,
altruism, and paternalistic concern in
return for the first. According to Khare
(1999), in Japan, where there is a
high-power distance culture, a new
employee's final thought is to
compete with their superiors. As a
sign of gratitude and respect for the
elders, he or she refrains from
pursuing their own ambitions.
Therefore, senior-junior connections
in Japanese organizations seldom
lead to contest among youngsters
©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria
and accept close supervision in a
high-power distance organization.
This enables better control over
subordinates because many
employees in high power distance
organizations are afraid to comment
or express disagreement. As was
mentioned earlier, the procedures
and regulations are also explained in
much greater detail. Due to the strong
job and rule specificity, employers
can completely supervise their
employees (Krokosz-Krynke, 1998).
and seniors. Similar to this, Lockett
(1993) asserts that older superiors
frequently command more respect
than younger ones in high-power
distance cultures.
2.5 Ethical Behaviour
High-power, far away societies have
low hard working attitudes
(Nasierowski and Mikula, 1998).
Similar to this, Kedia and Bhagat
(1988) assert that cultivating a work
ethics culture in a high-power distant
society may be challenging.
Furthermore, people from high
power distance cultures are more
likely than people from low power
distance cultures to view
questionable commercial behavior
as moral (Cohen et al., 1996). Since
they are not required to defend their
judgments to those lower down the
hierarchy, leaders in high-power
distance cultures are shielded from
exposure or criticism for wrongdoing
(Khatri and Tsang, 2003). The
 current various leveled request and
power structure are less inclined to
be addressed in a powerful distance
culture, as per Hofstede's (1997)
meaning of a power distance culture.
Unfairness is institutionalized and
the perception is that power
imbalances are acceptable and even
desirable in high-power cultures.
According to La Porta et al., (1999),
hierarchies encourage corruption. In
2.6 Organisational Structure
2.6.1 Micromanagement:
The practice of managers prioritizing
routine, operational management
responsibilities over more pressing,
strategic management concerns is
referred to as micromanagement.
Ranking directors tend to
continuously fuss over authoritative
activities in high power distance
firms (Kim, 1999; Redding, 1990).
The top management of the
company is consulted for solutions
to even the most common and
straightforward issues. People don't
want to be held accountable for their
actions when they have control
(Zhou, 1981). According to Lockett
(1993), senior managers at high
power distance companies "find
themselves bombarded with
judgments that are routine and, at
times, even inconsequential." In a
high-power distance culture, for
instance, it is typical for a few dollars'
worth of expenditure to be approved
at the top. Kim (1999) uses Korean
organizations as an illustration to
©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria
high-power cultures, subordinates
rely entirely on their leaders. Choices
in high-power associations are
regularly made based on reliability
and favor as opposed to skill, which
gives a lot of chance to defilement as
bias. Additionally, scandals involving
those in positions of influence are
typically kept quiet while they are in
office. Employees who put in a lot of
effort are to thank for these ruses.
demonstrate that one feature of the
Korean managerial system is the
authority structure. It delineates
exactly the number of decisions the
administration of the organization
makes. Seldom are center and lower
levels of the board given expanded
power, nor is power much of the time
moved.
2.6.2 Differentiation and
Integration of
Organizational Activities:
The serious level of occupation
separation, quite the division among
staff and line duties, is a vital part of
the powerful distance association
(Laaksonen, 1984). Insufficient
integrative mechanisms and
significant activity differentiation,
such as the expansion of staff
sections, are responsible for
efficiency issues (Lockett, 1993). In
a high-power distant organization,
poor integration is caused by poor
communication and a lack of
employee participation.
 3.0 Conclusion
This study examined how the power
distance culture affects organizational
behaviors such as employee
engagement, the design of job
descriptions, internal communication
and decision-making, management
development, and organizational
structure. As we have already stated,
employee engagement will be lower in
a high-power distance organization
than in a low-power distance
organization. Employees who work in
high power distance contexts
gradually develop a mentality that
prevents them from participating in
decision-making. They prefer that their
supervisors give them orders and
make choices, which they blindly
follow. There is very little room for
employee choice because jobs are so
precisely and tightly defined. Casual,
horizontal conversation is uncommon;
downward, vertical communication is
typical. It can be more difficult for
subordinates to communicate with one
another given how tough it is for them
to articulate their ideas to their senior
bosses. Communication inside
organizations is usually rather poor.
Because of the power differential,
senior managers have total authority
and influence over their subordinates.
The workforce has a submissive,
passive mindset. Older, more
seasoned professionals are looked up
to by younger employees not for their
expertise but rather for their age and
duration of service to the company.
Since employees are not involved in
©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria
decision-making, in a high-power
distance culture, a small number of
people at the top make choices in an
authoritarian manner. As a result,
decisions can be taken fairly rapidly.
However, choices made in high power
distance enterprises are of lesser
quality than those made in low power
distance organizations because lower-
level personnel are not involved and
there is poor information exchange
and communication. Empirical findings
suggest that high power distance
organizations are unaware of unethical
activity. To the broader public or to
employees at lower levels of the
organization, top leaders are not
obligated to justify or explain their
decisions. Due to their fidelity and
subordination, the subordinates have
a certain immunity; immoral activity is
frequently concealed or goes
unreported.
We also spoke about how power
distance orientation affects
organizational structure. In high power
distance organizations, managers
have a tendency to micromanage
organizational operations. At the
highest echelons of the organization,
even little difficulties are handled.
Higher level managers are thus
frequently required to make routine
judgments. We also saw a clearer
separation between organizational
roles. However, due to ineffective
coordination, communication,
teamwork, and information sharing,
organizational operations are not
effectively integrated. Due to the top of resistance from lower level
managers' determination to hold onto employees, high power distance
their leadership roles as long as they companies also show more inertia
can do so monetarily and the absence than low power distance ones.

©2023 | Published by Garden City Premier Business School, Port Harcourt-Nigeria

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