This paper explores the intricate relationship between organizational behavior and international relations, emphasizing leadership, culture, and global strategy. As organizations expand globally, understanding cultural dynamics and strategic decision-making becomes critical to effective leadership. The study employs a multidisciplinary approach, integrating organizational behavior theories with international relations frameworks to analyze leadership adaptability, cultural intelligence, and strategic planning. Using comparative analysis and case studies, it examines the impact of leadership styles on organizational effectiveness in diverse cultural settings. Findings highlight the importance of balancing local cultural norms with global strategic goals, demonstrating that leadership flexibility enhances both organizational performance and international cooperation. Additionally, the research underscores the role of cultural intelligence in negotiation styles, cross-cultural leadership, and multinational corporate strategy. The Value-Chain, Culture, and Product (VCCP) matrix is introduced as a tool for aligning business processes with cultural contexts, fostering global competitiveness. Ultimately, this study concludes that successful leadership in a globalized world requires an integrated approach, where organizational behavior aligns with international strategies. By fostering adaptability, cultural awareness, and strategic communication, organizations can enhance leadership effectiveness and drive sustainable global success. Future research should further investigate the evolving intersections between leadership, culture, and international relations to refine best practices in multinational management.
