Breaking Hierarchy Barriers: Reducing Power Distance at Work

In 2018, a former Samsung executive revealed a deep-rooted issue within the company’s corporate structure - its rigid hierarchy and extreme power distance. Decision-making was so centralized that employees at lower levels hesitated to challenge superiors, even when they spotted major flaws. The company operated on a culture of top-down directives, where orders were rarely questioned, and speaking up was seen as a challenge to authority. The result? Slower innovation, missed opportunities, and a disengaged workforce that followed instructions rather than proactively contributing ideas.

This isn’t just Samsung’s story; it’s a reality in many South Asian workplaces. Hierarchy is deeply ingrained in the region’s work culture, often shaped by societal norms that emphasize respect for authority. While hierarchy itself isn’t inherently bad - after all, it provides structure and clarity - but when combined with high power distance, it can create an environment where employees feel powerless, unheard, and disengaged.

The Impact of Rigid Hierarchy and Power Distance

A workplace where employees feel they cannot question leadership or participate in decision-making breeds inefficiency and dissatisfaction. Instead of fostering collaboration and trust, rigid hierarchies can result in slow decision-making, loss of innovation, and a workforce that operates on compliance rather than engagement. Employees may feel compelled to agree with leadership even when they have concerns, leading to costly mistakes.

In South Asian companies, this issue is magnified by cultural norms. Employees are often taught from an early age to respect authority without question, which carries into the workplace. This results in a workforce that waits for instructions rather than taking initiative. When leaders reinforce this by making unilateral decisions, employees learn to "stay in their lane", ultimately harming productivity, innovation, and engagement.

How Organizations Can Break This Barrier

Encouraging Open Dialogue at Every Level

Leaders must actively invite different perspectives and encourage employees to voice their thoughts. Simply stating "we welcome feedback" isn’t enough - employees need to see it in action.

One way to do this is through structured listening sessions where leaders genuinely engage with employees without immediate judgment. In companies like Tata Group, leadership forums and open discussions have been introduced to encourage employees at all levels to share their ideas. When employees see that feedback leads to action, they become more comfortable speaking up.

Shifting from a Command-and-Control Model to a Mentorship Approach

The traditional leadership style in South Asian workplaces often resembles a strict command structure. Leaders give orders, and employees follow. While this approach ensures efficiency in some cases, it limits adaptability and growth. Organizations that thrive today focus on mentorship-based leadership, where senior executives don’t just direct but guide, coach, and empower employees.

A notable example is Infosys, one of India’s biggest IT firms. The company has adopted a culture where senior leaders act as mentors rather than authoritarian figures. This shift has led to higher engagement, lower attrition, and a more innovative work environment.

Redefining Leadership Expectations

Leadership in hierarchical cultures is often associated with authority, not accessibility. This needs to change. Leaders should set the example by practicing humility, being approachable, and demonstrating that they value input from all levels.

Satya Nadella, CEO of Microsoft, transformed the company’s culture by shifting from a “know-it-all” to a “learn-it-all” leadership style. Instead of reinforcing hierarchy, he emphasized collaboration, openness, and inclusivity. This made Microsoft more agile, helping it reclaim its position as one of the world’s most innovative tech companies.

Implementing Bottom-Up Decision-Making

Instead of only relying on top-down decisions, organizations should implement bottom-up decision-making models, where employees actively contribute to shaping policies, strategies, and workplace improvements.

In Toyota’s lean management system, employees on the factory floor have the power to halt production if they identify an issue, ensuring quality and efficiency. This practice, known as Jidoka, has led to continuous improvements and a culture of shared responsibility.

Creating Psychological Safety

Employees will only challenge hierarchy if they feel safe doing so. Leaders need to create an environment where mistakes aren’t punished but seen as learning opportunities. Companies should also establish anonymous reporting channels for employees to share concerns without fear of retaliation.

One success story is Google, where psychological safety is a key driver of performance. Research from Google’s internal study, Project Aristotle, found that teams where members felt safe expressing themselves were significantly more productive and innovative.

Final Thoughts: Changing Culture, Not Just Structure

Hierarchy isn’t the problem - how it is practiced is. Organizations in South Asia don’t need to eliminate hierarchy to create a positive workplace culture. What they need is a shift in mindset, where power distance doesn’t silence employees but supports them in contributing meaningfully.

Leaders must move beyond expecting obedience to cultivating engagement and trust. When employees feel heard, valued, and empowered, the result is a workplace that thrives on collaboration rather than control, innovation rather than compliance, and engagement rather than fear.

Have you experienced rigid hierarchy in your workplace? What changes do you think can help reduce power distance? Share your thoughts - I’d love to hear your perspective!