Editing Power distance (section)

===After Hofstede – the GLOBE Study===
Following Hofstede, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project defined "power distance" as "the degree to which members of an organization or society expect and agree that power should be shared unequally".<ref>Note that this is different from the definition of "power distance" used by other authors, see {{harvnb|Mulder|1977}}, as the relative difference in power between the powerful and the powerless.</ref> Power distance was further analyzed as one of the nine cultural dimensions explained in the GLOBE Research Program, which was conceived in 1990 by Robert J. House of the [[Wharton School of the University of Pennsylvania|Wharton School of Business]] at the [[University of Pennsylvania]].<ref>{{Cite book|last1=House|first1=Robert J.|last2=Hanges|first2=Paul J. |last3=Javidan|first3=Mansour|last4=Dorfman|first4=Peter W.|last5=Gupta|first5=Vipin |year=2004 |title=Culture, Leadership, and Organizations The GLOBE Study of 62 Societies|publisher=Sage|location=Thousand Oaks, California|isbn=978-0-7619-2401-2}}</ref>

Given the premise that leader effectiveness is contextual, the research was conducted by believing that the social and organizational values, norms and beliefs of those who are being led are closely connected to the effectiveness of the leader.<ref>{{cite web|last1=Hoppe|first1=Michael H. |year=2007 |title=Culture and Leader Effectiveness: The GLOBE Study |url=http://www.inspireimagineinnovate.com/pdf/globesummary-by-michael-h-hoppe.pdf|website=Inspire!Image!Innovate!|access-date=16 September 2015}}</ref> GLOBE measures the practices and values that exist at the levels of industry ([[financial services]], [[Food processing industry|food processing]], [[telecommunication]]s), organization (several in each industry), and society (62 cultures).<ref>{{harvnb|House|Hanges|Javidan|Dorfman|Gupta|2004|page=xv}}</ref> The results are presented in the form of quantitative data based on responses from about 17,000 managers from 951 organizations functioning in 62 societies throughout the world, which shows how each of the 62 societies scores on nine major attributes of cultures, including Power Distance, and six major global leader behaviors.<ref>{{harvnb|House|Hanges|Javidan|Dorfman|Gupta|2004|page=3}}</ref>

Regarding power distance, GLOBE researches cultural influences on power distance values, practices and other aspects, including "Roots of Power Distance", "The Psychological Stream and Power", and "The Cross-Cultural Stream and Power Distance". It also investigates how family power values are taught and makes a comparison of high versus low power distance societies.<ref>{{harvnb|House|Hanges|Javidan|Dorfman|Gupta|2004|page=513}}</ref>

When discussing "The Cross-Cultural Stream and Power Distance", four primary factors affecting a society's level of power distance are explained separately: the predominant religion or philosophy, the tradition of democratic principles of government, the existence of a strong middle class, and the proportion of immigrants in a society's population.<ref>{{harvnb|House|Hanges|Javidan|Dorfman|Gupta|2004|page=518}}</ref> Connections exist among the four fundamental phenomena, but the study concluded that a society's main beliefs, values, and religion, will have the strongest and longest lasting influence on power distance, which would be moderated by a democratic tradition and the existence of a strong middle class to some extent. Both factors are expected to narrow power distance. Finally, a large proportion of immigrants in a given society makes the low power distance trend stronger in all circumstances presented above. The study also concludes that regardless of religion, any society that does not have a tradition of democracy or a significant middle class will have a substantially high power distance levels.<ref>{{harvnb|House|Hanges|Javidan|Dorfman|Gupta|2004|page=526}}</ref>