Second Question: At your job does your supervisor consider everyone's feedback and promote open brainstorming or is there the expectation that there is only one best way to do a job and the supervisor knows it, so don't question him?

This second question will also say much about how Low or High Power Distance Index influences the working relationships within the companies in the region. The greater the level of egalitarian and collaborative approaches to sharing responsibility for solutions with subordinates the lower the Power Distance. Conversely if there is a definite attitude of the manager or supervisor being the only one capable of defining an acceptable solution, the company and the culture it is within is most likely High Power Distance. This also holds true for how the national government is also run as well. If there is much input sought from local government authorities about how to improve the local, regional, state or national government, there is low power distance. Conversely nations with exceptionally high Power Distance are dictatorial in how even the smallest processes and tasks will be completed. This is noticeable in the turnover rates in the more manually-oriented industries including production where job enrichment and job enhancement have been used to make...

In a sense job enrichment and enhancement are approaches to creating greater levels of egalitarian-based approaches to the Power Distance Index as well. Where there is transformational leadership in place and accomplishing goals, there is most likely a Low Power Distance Index as well.
Third Question: Are the companies in your country or region noted for wide or narrow gaps between executive pay and the average worker? This will say much about the relative Power Distance Index of one company and country relative to another. This can also easily be seen by viewing the financial statements and filings with the regulatory authorities or ministries in their respective nations. The distance between the highest-paid CEO and the typical worker in medium to High Power Distance Index nation is over one hundred times or more, making this an easily computed index of the Power Distance.

References

Geert Hofstede. "Attitudes, values and organizational culture: Disentangling the concepts. " Organization Studies 19.3 (1998): 477-493.

Hofstede, Geert, Neuijen, Bram, Ohayv, Denise Daval, and Sanders, Geert. "Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases…