This study investigates the current practices of internationalization at three private universities in Korea. It seeks to describe how and why the universities began internationalizing their campuses, and what strategies and programs they have implemented based on the role of presidential leadership. In analyzing the leader's role in implementing internationalization strategies, the study employs two theoretical frameworks. First, the leadership orientation is analyzed thorough Bolman and Deal's (2003) four frames of leadership. Second, the study adopted Knight's (2007) institutional level strategies for internationalization to review the activities and practices at the universities. The examination of the rationales for internationalization, how the process is displayed, and what the results were after internationalization is operationalized by two data-gathering processes. The first includes interviews conducted with presidents, senior and middle level administrators, and staff--the key persons responsible for implementing the university's internationalization strategy. The second is a review of quantitative data--the number of international faculty and students, number of students who were engaged in international academic programs, and number of courses offered in English-based on the government's information disclosure system for the university and a newspaper's university evaluation and ranking information. Findings from the study revealed the President's vision and support are crucial as an input for internationalizing the campus. While Knight (2007) only described presidential leadership as one of the factors under governance within the organizational strategy, in the Korean context the findings from the cases in this study suggest adding presidential leadership as a separate strategy from the organizational one. International activities, programs, and strategies as a process of internationalization are on-going phenomena and continue to evolve from outbound-oriented exchange student programs to assisting developing countries, all of which have been influenced by external incidents such as Korea becoming an OECD member. Quantitative findings such as numbers of international partners, students, faculties, programs, and courses as outcomes of internationalization demonstrated that current internationalization policy and strategies at the universities varied by geographic location, size of the university, and the organizational culture. The key quantitative finding is that most universities have achieved a certain level of internationalization but should diversify the country of origins among the international students. The study recommends that a university can be transformed or developed so long as the appropriate leadership has been placed into the organization. Also, an integrated leadership-oriented president, according to Bolman and Deal's (2003) multiple frames for leaders, tends to resolve more issues and conflicts for the organizational development. Building a strong culture at the university is dependent on how long the president can lead the organization and whether the president started the strategy during the university's nascent stages or initiated them in the middle stages of the university's history. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]