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Cultures that value high power distance and formal hierarchies are more likely to perceive differences between managerial and leadership duties. In such cultures, like China, Russia, and many Middle Eastern countries, managers are often viewed as individuals responsible for planning, organizing, and enforcing rules, while leaders are seen as visionaries who inspire and guide.

The distinction arises because leadership in these contexts is often tied to authority, status, and long-term vision, separate from the day-to-day operational duties of management. This aligns with Hofstede's power distance dimension, which suggests that hierarchical cultures often differentiate roles to maintain structure and clarity. Conversely, cultures with low power distance and high individualism, such as the U.S., Canada, and Scandinavian countries, tend to view managerial and leadership roles as overlapping or the same. Here, managers are expected to both manage operations and inspire employees, blending leadership qualities like vision and motivation with managerial tasks.

This perspective aligns with a flatter organizational structure, where collaboration and employee empowerment blur the lines between leading and managing. Evidence from leadership theories, such as Peter Northouse's work, supports this by suggesting that perceptions of leadership versus management are culturally contingent, influenced by societal values on hierarchy, authority, and individual autonomy.