The study finds that in high power distance businesses, subordinates obey the gap between them and their leaders, and rarely interact with their superiors. The study further confirms that the ideas and solutions in this power index are given to them by their leaders, so it seems contradictory for those in the high-power distance to speak up about their concerns or ideas because they are accustomed to direction. The contradiction of the high-power index shows that it weakens the leader–subordinate relationship causing a lack of expression. Thus, voice behavior and expression rely on the transformational leadership style often seen in low power distance cultures. The study concludes that the leadership style which is based on power distance culture correlates with the tools given to an employee to speak up in his or her environment.