Editing Power distance (section)

====Cultural dimensions theory====
Hofstede developed the [[Hofstede's cultural dimensions theory|cultural dimensions theory]], which is widely used as a crucial framework for [[cross-cultural communication]]. It is the earliest theory that could be quantified and is used to explain perceived differences between cultures and has been applied extensively in many fields, especially in cross-cultural psychology, international business, and cross-cultural communication. It was driven by the statistical procedure (also called "factor analysis") to make the development, based on the result of a global survey of the values of IBM employees conducted from 1967 and 1973. Hofstede's theory identified six dimensions of culture: power distance, [[individualism]] vs [[Collectivism and individualism|collectivism]], [[uncertainty avoidance]], [[masculinity]] vs [[femininity]], short-term vs long-term orientation, and [[indulgence]] vs [[Self-control|self-restraint]].<ref>{{Cite journal |last=Hoppe |first=Michael |date=Feb 2004 |title=An Interview with Geert Hofstede |journal=The Academy of Management Executive (1993–2005) |volume=18 |issue=1 |pages=75–79}}</ref>

Research has suggested that power distance can vary from culture to culture, which can be particularly prevalent in international corporations. A study performed by Xiaoshuang Lin ''et al.'' found that employees are more inclined to speak up under leaders deemed to be humble by their employees.<ref>{{cite journal |last1=Lin |first1=Xiaoshuang |last2=Chen |first2=Zhen Xiong |last3=Tse |first3=Herman H. M. |last4=Wei |first4=Wu |last5=Ma |first5=Chao |date=September 2019 |title=Why and When Employees Like to Speak up More Under Humble Leaders? The Roles of Personal Sense of Power and Power Distance |url=https://eprints.soton.ac.uk/436015/1/BUSI_D_17_00921R1_Blinded_manuscript.docx |journal=Journal of Business Ethics |volume=158 |issue=4 |pages=937–950 |doi=10.1007/s10551-017-3704-2 |s2cid=148630892}}</ref> Humility is a trait often associated with low-power distance cultures.<ref>{{Cite journal |last1=Qian |first1=Jing |last2=Li |first2=Xiaoyan |last3=Song |first3=Baihe |last4=Wang |first4=Bin |last5=Wang |first5=Menghan |last6=Chang |first6=Shumeng |last7=Xiong |first7=Yujiao |date=2018 |title=Leaders' Expressed Humility and Followers' Feedback Seeking: The Mediating Effects of Perceived Image Cost and Moderating Effects of Power Distance Orientation |journal=Frontiers in Psychology |volume=9 |page=563 |doi=10.3389/fpsyg.2018.00563 |pmid=29720956 |pmc=5915548 |issn=1664-1078|doi-access=free }}</ref> The study found that an employee's self-conceptualization of power determined not only their workplace voice, but also their superior's humility. An environment such as this would also be akin to the collectivism dimension that Hofstede proposed.