One thing is clear. It is a more difficult and complex matter to provide effective leadership in situations where there is low “power distance”.
Where power distance is high, for example in India or Latin
America, people by and large will do what they are told to do, and what’s more
expect it to be so.
But where power distance is low, for example in Australia,
how can a leader expect to get compliance?
When I lived in Sydney in the 1980s, the finest hotel in the city was the Regent. Not only did it have a magnificent position with sweeping views over the harbour. It also had immaculate service.
But Australia is a society that has joyfully escaped from the servant culture. “How do you get your people to be so terrific in dealing with guests?” I asked the General Manager, an American.
“It was a real problem to me for quite a while,” he
responded. “But then I got it. It dawned on me that Aussies are both intensely
house-proud and extraordinarily hospitable. So we re-positioned the hotel internally
as ‘our home’ and the customers as our own guests.”
Simple and brilliant.
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