Activity: What is your level of power distance?

The source of this scale is: This scale has been adapted from: Sources: P. W. Dorfman & J. P. Howell, (1988) "Dimensions of national culture and effective leadership in patterns," Advances in International Comparative Management, 3: 127-150; P. C. Earley & M. Erez (1997). The transplanted executive. New York: Oxford University Press; M. L. Maznevski, J. J. DiStefano, C. B. Gomez, N. G. Noorderhaven, & P. Wu (1997) 'The Cultural Orientations Framework and International Management Research', paper presented at Academy of International Business Annual Meeting; R. M. Richardson, & S. W. Smith (2007), "The influence of high/low-context culture and power distance on choice of communication media: Students' media choice to communicate with Professors in Japan and America," International Journal of Intercultural Relations 31, pp. 479-501.

Some employees value obedience to authority and are comfortable receiving commands from their superiors without consultation or debate. Others expect to receive equal status and authority with their manager. This power distance orientation varies from one person to the next; it also varies across cultures.
     This self-assessment estimates your power distance orientation. To complete this instrument, read the nine statements and indicate how accurately each statement describes you.