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In cross-cultural psychology, uncertainty avoidance is how cultures differ on the amount of tolerance they have on unpredictability. ''' When it comes to the tolerance of unpredictability, the areas which uncertainty avoidance deals with the most are technology, law, and religion. Technology assists with the uncertainty done by nature with new developments. Law defends the uncertainty of behavior by the people with rules that are set. Religion accepts the uncertainty people cannot get protected from. Individuals use their beliefs to get through their uncertainties. 

Uncertainty avoidance is one of the five key qualities or dimensions measured by the researchers who developed the Hofstede model of cultural dimensions to quantify cultural differences across international lines and better understand why some ideas and business practices work better in some countries than in others. According to Geert Hofstede, "The fundamental issue here is how a society deals with the fact that the future can never be known: Should we try to control it or just let it happen?"

'''Below key concepts Add: There is a wide scale on where specific cultures fall under the uncertainty avoidance. Three types of uncertainty avoidance are: high, moderate, and low uncertainty avoidance. Hofstede’s uncertainty avoidance scale shows the want to reduce any visible uncertainty that is placed in the life of a person.

'''High UA, add after first paragraph: Also, people from high uncertainty avoidance cultures demonstrate higher stress and anxiety levels. These individuals have a high value on control, which means that having a set structure in everything of their life helps. The use of rigid rules assists them with defining what they believe in and how they behave. The development of new ideas makes them uncomfortable, only taking risks that they know have success rates. Older people in high UA are highly respected and feared of. When children are being taught the beliefs of their culture, they cannot question them.

Add countries: Mexico, South Korea, Japan, Germany, Finland

'''Low UA, add after first paragraph: Individuals that come form the culture with low UA, care about letting the future come without the control or plan of it. Rules that are placed do not have an influence on them. Those with a low UA, believe that it is okay to question the people in higher positions. They have lower stress and anxiety rates. Younger people in low UA are respected and when they are being taught the beliefs of their culture, they do not have to follow them right away. When new ideas are brought up, they are open-minded when hearing about them. People from low UA don't find situations that aren't clear as problems that might cause them trouble. Originality will have higher value and more likely to be taken into consideration.

Add countries: Sweden, Ireland

Moderate uncertainty avoidance
People of moderate UA cultures are in between the high and the low uncertainty avoidances. These are the people who take some characteristics from both avoidances. The people with moderate UA are those who live in the United States and Canada.

Nursing
In the study of Transformational Leadership, Creative Self-Efficacy, Trust in Supervisor, Uncertainty Avoidance, and Innovative Work Behavior of Nurses done by Bilal Afsar and Mariam Masood in Mansehra, Pakistan, there were two groups of nurses to see how the relationship among transformational leadership relate to their work behaviors in self-efficacy, trust in superiors, and uncertainty avoidance. The first study hypothesized that there is a correlation between transformational leadership, trust, and uncertainty avoidance that takes a toll on the successfulness or effectiveness of their work behavior. The second study hypothesized that the correlation between transformational leadership, trust, and uncertainty avoidance is due to self-efficacy. With a strong and effective transformational leader, leader that finds a change that needs to be done and makes the change following a specific path with the help of members in the group, providing them with what is necessary to work with; makes their work behavior more successful when nurses have a high level of trust and uncertainty avoidance.

The nurses from Study 1 were from public sector hospitals where they were allowed to test out new ideas without the fear of losing their job. They were allowed to take risks in their job location. Employees with high uncertainty avoidance deal with uncertainty through the use of rules and regulations that they are supposed to follow. Transformational leaders assist their employees or people below them to take their risks with the correct research and knowledge prior to taking them. These employees with high UA are more open to their transformational leaders. The nurses from Study 2 were from private sector hospitals where they were allowed to do the same as in Study 1. Both studies turned out to have the same conclusion, where there were high levels of trust and uncertainty avoidance, transformational leadership had a higher relationship with innovative behavior. Also, create self-efficacy did have a correlation among transformational leadership, trust, and uncertainty avoidance. Although, it was discovered that transformational leadership was only useful when there was high levels of trust and high uncertainty avoidance. The leadership wouldn't work if there was a high level of trust and low uncertainty avoidance or the opposite.