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Hofstede’s Six Dimensions and Leadership
Erin Bonich
ORG300 – Applying Leadership Principals
Colorado State University – Global Campus
Dr. Laurie Barnes
November 1, 2015

Hofstede’s Six Dimensions and Leadership The purpose of this paper is to discuss the characteristics of the Six Dimensions of Culture as they have been defined by Professor Geert Hofstede and the combination of dimensions that shape a great leader. The following discussion relates Hofstede’s Six Dimensions to common leadership styles by evaluating the impact of cultural values on organizational standards and practices.

Hofstede’s Six Cultural Dimensions In Relation To Leadership Hofstede’s six cultural dimensions consider the differences in values that govern the actions of a culture. Hofstede defines culture as “the collective programming of the mind distinguishing the members of one group or category of people from others”. As businesses and organizations continue to globalize, the need for cultural tolerance and cooperation is increasingly relevant. The six dimensions provide a scale for determining the weight a particular value holds in a society which allows for leaders to compare cultures and better align their organizations practices to coincide with that of another organization.

Power Distance Index (PDI)

Power distance encompasses the measure of society’s acceptance for collective hierarchy and power arrangements. PDI evaluates the amount of difference in the equality or inequality among a group of people. Every culture adapts some form of power and equality but to varying degrees. When a society allows inequalities of wealth and power to grow, Hofstede refers to the culture as a high power distance. In high power distance cultures, the hierarchical power arrangement is widely accepted. (Lee/Liu, 2012) Productivity is the goal and

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