The relationship between leadership (top-level human capital that provides the guidance to manage the GMO; Kedia and Mukherji 1999; Paul 2000) and strategy (a consciously intended action course) in multinational companies has been examined in various contexts. For example, Perlmutter (1969) suggests that a global orientation and a strong managerial commitment to globalization influence a firm’s international strategy. Similarly, Walters (1986) notes that management’s global orientation directly affects an organization’s international marketing program. Ohmae (1989) suggests that globally oriented managers in multinational operations are more likely to use synergies. Although Kobrin (1994) fails to find a relationship between a geocentric mind-set and strategy, he notes that global strategy and global competition may require a geocentric attitude. Building on these findings and consistent with the primary tenet of the strategic choice paradigm, we argue that senior managers play a critical role in determining the resource development and capability endowments of the GMO. With an informed understanding of risk and commitment, company leaders can recognize the complexity, challenges, and opportunities of the global marketplace. As a result, the GMO frees itself from a blueprint that simply reflects domestic strategizing on an international scale. Instead, it develops a strategy that genuinely targets the entire global marketplace. Thus: