Balancing Power

Daniel Goleman, author of the bestseller Emotional Intelligence, is a regular contributor to Korn
Ferry.

An executive at headquarters sent out a new directive to the

firms software designers. When it arrived at the
companys Copenhagen branch, one software
designer emailed another: I cant believe the
arrogance of this new directive from company
headquarters! Who do they think they are?
They dont decide how were going to meet our divisions goals;
thats our responsibility!
The software team at the firms Manila office also read the directive at the
same time. Finally, they told us what they want! one Philippines-based software designer told a
colleague. Why didnt they do this sooner? Dont they know that we dont make decisions like
this? Thats their job!
As these drastically different responses show, effective management is not a one-size-fits-all endeavor.
These responses illustrate whats known as power distance. Thats one dimension of cultural differences
in a theory developed by Dutch researcher Geert Hofstede. Based on reviewing a large database of IBM
employees in many countries, Hofstedes work is a cornerstone of our understanding of cultural
differences.
In a culture with high power distance, such as the Philippines, theres a general belief that power should
be concentrated at higher levels and that power provides social order. In countries with low power
distance, including Denmark, theres a value in power being distributed equally. This doesnt mean that
every individual in those countries views power in this way. Rather, it reflects the general culture of the
country.
Why power distance matters
I was recently reminded of power distance while reading a report by the Center for Creative Leadership
on how empathy in leaders impacts their performance. Looking at data from more than 6,700 leaders in
38 countries, they found that empathy is positively related to job performanceno surprise there.
But the CCL researchers also found the connection between empathy and performance was even
stronger in countries with high power distance. In such countries, leaders support and protect their
subordinates like parents care for their dependents. Leaders who have more empathy are better able to
assess the needs of the people with whom they work, a useful skill for leaders anywhere, especially high
power-distance countries.
A power-distance strategy
How would skillful leaders interact with those designers in Denmark and in the Philippines? First, theyd
use the emotional intelligence competencies of Empathy and Organizational Awareness to recognize the
differences between the different offices. And, theyd adjust their approach to each. In settings or with
individuals where high power distance is the norm, leaders use their authority to tell employees what they
want done and how they want it done. And, they anticipate and provide the resources needed to get the
work done.
In settings or with individuals with low power distance, savvy leaders use a different approach. They
convey their goals to employees and engage with them about how they will work to achieve those goals,
letting the employees largely decide how to reach the goal. They also use their skill with Influence,
another EI competency, to build buy-in from those employees.
Bottom line: Apply the appropriate power-distance strategy wherever you are in the world.
- See more at: http://www.kornferry.com/institute/balancing-power#sthash.9HOSWD9c.dpuf