Cultural Diversity Models: Concepts and Perspectives

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Table of Contents

Power Distance
Feminine Leadership Qualities
References

Power Distance

Power is a concept used to refer to the possession of the ability to direct or influence others either through coercion or dialogue to behave in a certain manner. In a bid to explain power and culture, anthropologists, sociologists as well as psychologists use theories as guidelines in developing their arguments about power and culture.

One of the theoretical models which have been widely used in explaining cultures for different countries is the Hofstedes’ cultural dimensions, which were coined by the renowned anthropologists cum psychologists Dr. Geert Hofstede (Itim International, n.d.).

According to Dr. Geert Hofstede, Power Distance Index (PDI) focuses on the equality or inequality between people in social institutions and the extent to which the citizens embrace or do not embrace it. A high ranking in PDI means that there are a lot of inequalities in wealth and power distribution within the society as well as that the society has a high degree of embracing or endorsing such inequalities. This is characteristic of many caste systems in which social upward mobility is very low. On the other hand, a low ranking in PDI signifies that there are minimal inequalities in distribution of power and wealth within a society. It also means that the citizens do not embrace inequality but fight for equality (Singh, 2005.pp.170-171).

According to Hofstede’s cultural dimensions, the world’s average ranking in power distance index is 56.6%. What this means is that the world is generally characterized by disparities in the distribution of power and wealth, especially between the rich and the poor or the developed and the developing countries. However, with the massive campaigns against inequalities by grassroots movements and the vibrant civil society, the world is likely to witness a small power distance in the near future, which will reduce the gaps in wealth and power distribution in social institutions.

Feminine Leadership Qualities

Masculinity (MAS) is the other model presented by Hofstede.This looks at the extent to which gender differences affect the distribution and control of power and wealth among citizens of a country. It also looks at the extent to which men embrace feminine roles and values as well as how the women embrace masculine roles and values (Hofstede, Hofstede & Minkov, 2010). According to Schermerhorn, Hunt, and Osborn, this model is technically used to “reflect the degree to which organizations emphasize competition and assertiveness versus interpersonal sensitivity and concern for relationships” (Schermerhorn, Hunt & Osborn, 2004).

In countries where MAS rankings are high, roles are highly differentiated along gender lines whereby there are those roles and jobs which are performed or done by women and those which are performed or done by men. The reverse is true for a country with a low MAS ranking, meaning that both men and women have similar roles and values, which are not highly differentiated (International business center. n.d).

According to Hofstede’s cultural dimensions, the world’s average ranking in masculinity is 51%. This is an indication of a society which is almost homogenous in terms of male and female roles, values and perceptions. However, this does not in any way mean that those with feminine approach to leadership will be more effective in leading nongovernmental organizations but it rather means that both males and females will have equal opportunities to serve the nongovernmental organizations in any capacity irrespective of sex (Hofstede, Hofstede & Minkov, 2010). It could however mean that more women than before will be ascending to positions of power and leadership both in public and private sectors. At this point, men will no longer feel intimidated by women’s leadership but will rather appreciate it and perceive women not only as women but also as leaders (Hofstede, Hofstede & Minkov, 2010).

References

Hofstede, G., Hofstede G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. (3rd Ed.). New York, NY: McGraw-Hill.

Itim International. (n.d.). Geert Hofstede cultural dimensions. Web.

Schermerhorn, J., Hunt, J., & Osborn, R. (2004). Core Concepts of Organizational Behavior. New York, NY: John Wiley & Sons.

Singh,E. (2005). Caste System in India: A Historical Perspective. New Delhi: Gyan Books.pp.170-171.

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Cultural Diversity Models: Concepts and Perspectives

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