The impact of Power-distance on managerial communication style.

Abstract

This study investigates the impact of Power Distance on managerial communication styles and its effects on employee engagement, job satisfaction, and leadership effectiveness in the United Kingdom and Saudi Arabia. Grounded in Hofstede’s Cultural Dimensions Theory, which defines Power Distance as ‘’the degree to which less powerful members accept unequal power distribution’’, this research explores the contrasting communication styles in high and low Power Distance cultures. Through qualitative, semi structured interviews with managers and employees from both countries, the study examines how hierarchical and participative communication practices influence organisational dynamics and employee perceptions of leadership. The findings reveal that Saudi managers tend to adopt top-down communication, reinforcing hierarchical structures, whereas UK managers are more likely to engage in participative, egalitarian communication, fostering employee autonomy. Notably, the study highlights the significant role of organisational culture and managerial personality, which can occasionally override national cultural norms. Additionally, it identifies a gradual shift towards more inclusive communication practices in Saudi workplaces, partly attributed to the adoption of performance-driven metrics like KPIs. These evolving practices suggest a growing alignment with global management trends that value adaptability and employee empowerment. This study contributes to the field by offering insights into how Power Distance, organisational culture, and individual leadership styles collectively shape effective communication and high-performing workplaces. Recommendations for future research include expanding the study to diverse cultural settings and adopting a mixed methods approach to enhance generalisability a