I think the Power Distance measure in Hofstede's model (Hofstede Insights, n.d.) is particularly interesting. I led divisions in the U.S., New Zealand, and Thailand. Those three countries represented a broad range of power distance scores:

 

New Zealand: 22

U.S.: 40

Thailand: 64 (Hofstede Insights, n.d.)

 

My first assignment overseas was to New Zealand. I was told that I was the expert on papermaking operations and that the New Zealand staff needed me to whip them into shape. I listened to that advice, unfortunately, and began my time in New Zealand, throwing my weight around and acting like the big boss. Big mistake, more like! With a Power Distance of 22, workers in New Zealand expect to collaborate with managers on an equal footing. Only after I gained some metaphorical bruises did I sort that out.

 

Imagine then the adjustment I had to make when I joined another company and shipped off to Thailand. There the Power Distance is very high, especially after adjusting to leading in New Zealand. In Thailand, whatever I said was taken as perfectly correct and the absolutely right thing to do. I had to learn not to state my opinion until I had received detailed written analyses from my staff. (Written because in person my staff would attempt to read my face and body language and tell me what they thought I needed to know).

 

If you were to be assigned to lead a team in New Zealand or Thailand, what adjustments would you need to make? Provide reference.