Countries with High Power Distance
(e.g., Mexico, Perú, Venezuela, Colombia) Countries With Low Power Distance
(e.g., U.S., Netherlands, Sweden)
Managers show less consideration Managers show more consideration
Employees fear to disagree with their boss Employees less afraid of disagreeing with their boss
Managers see themselves as benevolent decision-makers Managers see themselves as practical and systematic; they admit a need for support
Subordinates favor a manager’s decision- making style to be more autocratic- paternalistic Subordinates favor a manager’s decision making style to be more consultative, democratic, and give and take
Close supervision positively evaluated by Subordinates Close supervision negatively evaluated by subordinates
Higher and lower educated employees show similar values about authority Higher educated employees hold much less authoritarian values than lower-educated ones

HIGH INDIVIDUALISM
(e.g., US, Great Britain, Canada, Australia) LOW INDIVIDUALISM
(e.g., Venezuela, Perú, Colombia, Mexico)
Need to make specific friendships Social relationships predetermined in terms of “in groups”
Individual initiative is socially encouraged Individual initiative is socially frowned upon; fatalism
Managers endorse “modern” points of view on stimulating employee initiative and group activity Managers endorse “traditional” points of view, not supporting employee initiative and group activity
Emotional independence from company Emotional dependence from company
Managers aspire to leadership and variety Managers aspire to conformity and orderliness

HIGH UNCERTAINTY AVOIDANCE COUNTIRES
(e.g., Perú, Mexico, Colombia, Venezuela ) LOW UNCERTAINTY AVOIDANCE COUNTRIES
(e.g., US, Sweden, Denmark, India)
Pessimism about people’s amount of initiative, ambition, and leadership skills Optimism about