Describe the impact of high power distance in Confucian Asian cultures on leadership styles and organizational hierarchy. Provide examples of how this dimension affects managerial practices and employee expectations. (three answers) Group of answer choices High power distance discourages any form of assertiveness and confrontational behavior among employees, leading to a more passive workforce. High power distance leads to an acceptance and endorsement of authority, resulting in clear and rigid hierarchical structures within organizations. This cultural dimension promotes participative leadership styles, where leaders actively seek input from all levels of the organization before making decisions. Leaders are expected to maintain a high degree of control and decision-making authority, often without extensive consultation with lower-level employees. Employees in high power distance cultures tend to expect and respect unequal power distribution, viewing it as essential for social order and stability