Brazil - Hofstede's Six Dimensions of Culture

If you are reading this blog, it‘s maybe because you have been asked to manage a team in Brazil, and even if you are getting excited about the opportunity, you are also nervous about making cross-cultural faux pas. You are conscious that cultural differences can act as a barrier to communication, and that they could affect your ability to build connections and motivate people. 

Through this article, I will explain you how the use of Hofstede's Six Dimensions of Culture could help you to work effectively with Brazilian people, by making you understand the deep drivers of Brazilian culture.

But first, let me talk to you about the Hofstede's Six Dimensions of Culture. In fact, at the end of the 1970s, Psychologist Dr Geert Hofstede published his cultural dimensions model where he identified six dimensions that could distinguish one culture from another: Power Distance Index (high versus low), the Individualism Versus Collectivism Dimension, the Masculinity Versus Femininity Index, Uncertainty Avoidance Index (high versus low), the Pragmatic Versus Normative Index (known as Long Term Orientation), and the Indulgence Versus Restraint Dimension

The Power Distance Index (PDI):

This dimension refers to the degree of inequality that exists, and is accepted, between people with and without power.

With a high score of 69, Brazil reflects a society that believes in an unequal, hierarchical distribution of power. The authority is centralized and Brazilians accept the privileges that come with power. According to Hofstede, “the different distribution of power justifies the fact that power holders have more benefits than the less powerful in society”. 

In addition, in Brazil, the family provides refuge and safety, but it also implies responsibilities and duties’ restriction. For example, Brazilian children are committed to their parents, as are the parents committed to them all their growing lives’. In fact, children are expected to care for their parents throughout their life and, if living away, to contribute to their welfare because they strongly believe in the Asian saying: ‘You can get another wife or husband but not another mother or father’.

Individualism vs. Collectivism:

This dimension refers to the strength of the ties that people have to others within their community.

Brazil scores 38 in the Individualism Index which means that its society values more collectivist behaviors than individualist behavior. In fact, Brazilians are integrated into strong cohesive groups, especially represented by the extensive family who continues protecting its members in exchange of both respect and loyalty. In fact, as you probably already understood, Brazilians believe in placing the interests of others before their individual ones, and they like to take responsibility for one another's wellbeing.

Therefore, doing business in Brazil implies spending time on building up trustworthy and long-lasting relationships (as I explained in my article- Brazil: A collectivist Culture!). And, if you are doing business in Brazil, remember one thing: Brazilians do business with people, not with companies or organizations. Besides, in the working environment too, family relationships are really important in Brazil where older generations are supposed to help their younger relatives to be hired for a job in their own company. Therefore, if you are doing business in Brazil, you should not be surprised to encounter in the same company Brazilians belonging to the same family.

Masculinity vs. Femininity:

This index refers to the distribution of roles between men and women. 

With an intermediate score of 49 on this dimension, I could easily claim that the Brazilian culture is both “tough” and “tender”. Brazilians value the assertiveness, competition and material rewards for success (masculine society) as the same level as they value the cooperation, consensus and lifestyle (feminine society). In fact, the Brazilian society has a perfect balance between those two ratios but still place higher value on people, quality of life and nurturing. In Brazil, modesty is perceived as a virtue. 


Within the workplace, leaders don’t give too much importance on competitiveness, resulting in a friendly atmosphere, and places greater value on cooperative efforts and service. In fact, if you are a foreigner, it is not really difficult to adapt yourself to a Brazilian business regarding this dimension as Brazilian leaders possess a strong concern for social harmony and human relationships. They tend to interprets sex roles more fluidly than in many other countries worldwide and places greater value on cooperative efforts and service.

Uncertainty Avoidance:

This dimension describes how well people can cope with anxiety.

At 76, Brazil scores high on the Uncertainty Avoidance Index, which means that Brazilian society show a strong need for rules and elaborate legal systems in order to structure life. In fact, Brazilians are used to obey laws and rules made by higher institutions and, according to the Hofstede’s model, in Brazil “if rules however cannot be kept, additional rules are dictated”.

But, Brazilians also need to have some good and relaxing moments in their everyday life, chatting with colleagues, enjoying a long meal or dancing with their guests and friends.

To maximize results from a team in Brazil, you should be aware that, within the workplace, Brazilian employees love to follow guidelines and precise rules. To succeed in their job, they need to be guided and are not used to unknown situations as they are risk averse. Thus, it is important to create a safer and consistent working environment by structuring the assigned tasks, defining the role of each stakeholders and planning activities. Finally, if you are leading in Brazil, you should think about giving some leisure time to your employees because Brazilian society enjoys life and discussing with their counterparts.

Long-Term vs. Short-Term Orientation :

According to Hofstede, this Index describes “ how every society has to maintain some links with its own past while dealing with the challenges of the present and future, and societies prioritise these two existential goals differently.”

Brazil scores at 44 in the Long Term Orientation Dimension, which is an intermediate score. However, Brazil will be more considered as a normative society than a society with pragmatic approach, as Brazilians prefer to respect the past traditions and norms of their country which has contributed to build the unique identity of Brazil. They are viewing societal changes with more suspicion, but are not against those changes if they are beneficial for the society; above all, the newest generations who are more supporting the modernism movement with the aim of improving the Brazilian economy for the coming years.

So, if you are doing business in Brazil, be careful to perfectly balance the expectations of the oldest generations and the ones of the youngest generations, because conflicts could appear rapidly, with the oldest employees concentrating more their efforts and beliefs on matters related to the short-term, and the youngest, more focused on concentrating their efforts on future-orientated goals.

Indulgence vs. Restraint:

This dimension refers to the degree to which societies can exercise control over their impulses and desires.

With a high score of 59, Brazil is an Indulgent society. In fact, Brazilians are possessing freely satisfy basic needs and behavior, and they cannot easily be motivated with material reward. They will feel more reward by enjoying moments of pleasure in their life rather than by competing with others. If you are leading a Brazilian team, don’t show your negative emotions because, in Brazil, people have a tendency towards optimism. In addition, they place a higher degree of importance on leisure time, act as they please and spend money as they wish; so, learn to not be always authoritative with them by letting them act as they want sometimes.