Power Distance and Cultural Relativism
To begin with, power distance is widely recognized as a measurement of power and wealth hierarchy among individuals in settings of different types. However, Hofstede (2011) identifies it as an influence on people who are exposed to the notion. To be more exact, power distance affects not only those on top but less powerful as well. Thus, this index determines the extent to which individuals accept the inequity of power distribution among them and colleagues. Still, it seems crucial to note that people might experience the term due to various types of differences, such as ethnicity, gender, culture, and status.
Furthermore, Hofstede (2011) identifies six dimensions that lead to cultures distinguishing; however, the most crucial ones remain power distance index and gender. Consequently, cultural relativism might decrease the significance of the notion in any setting. For instance, according to Hofstede (2011), power distance can be perceived as the dimension of culture and, therefore, can be eradicated by promoting cultural relativism. To be more precise, working environments may be positively alternated if people accept the viewpoint that they cannot judge or criticize people of other communities.
As a result, countries have different indexes of power distance which considerably influences the economy and society on the whole. To be more particular, an average power distance measurement across the globe is 59.31, which is relatively high (Clearly Cultural, 2021). In other words, it means that most countries display an apparent existence of power and wealth hierarchy among residents. For instance, the United States of America has an index of 40, lower than the average standard around the world (Clearly Cultural, 2021).
Therefore, Americans still experience a social inequity in considerable amount; however, it is still less notable than in other communities. Nevertheless, if people start respecting those who surround them, no matter their culture, the United States will less likely gravitate to the world standard of power distance. On the contrary, Americans might finally reach a small index and achieve equal rights of every individual as a member of an organization or institution. Otherwise, less powerful members might experience disadvantages and express negativity toward those higher in the hierarchy of power and wealth. Overall, it might lead to a decrease in productivity and efficiency of individuals in working settings in general.
A Feminine Future?
The cultural interpretation of gender roles considerably affects leadership and the operations of non-governmental organizations on the whole. Notably, individuals are treated differently, which creates discrimination in the working settings as, according to Hofstede (2011), males are expected to be assertive and demanding while women are considered more modest and tender. As a result, such stereotypical perception of a member’s gender identifies two types of leadership: masculine and feminine. Due to the growing popularity of feminism, it is fair to claim that the world is heading toward a more feminine approach in business.
Therefore, since it focuses on maintaining healthy relationships between colleagues and members of organizations, institutions’ operations are bound to be more effective. Furthermore, such an approach is based on increasing quality of life and presenting opportunities to individuals no matter what their gender is. Consequently, female leader figures might reach more reputation and recognition among staff because of their attitude to workers and responsibilities in general.
Another critical point is that a feminine approach seems more effective since women focus on the quality of life and not just money and accomplishment as men. Therefore, in marketplace competition, they focus not just on the outcome of the work, but the possibility of the negative effect effort might have on staff and their health. Consequently, people might be more engaged and motivated to produce a fruitful result in such a working environment as their relationships with managers and people from the top might be more close and sincere. Overall, it appears effective in organizational competitive strategies since workers value respect and a decent attitude towards them from managers and supervisors.
References
Clearly Cultural. (2021). Power distance index – clearly cultural. Web.
Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1). Web.