For international organizations in developing countries, operating across cultures can elicit varied perspectives on employee engagement and employee development. Performance pressure from a board of directors will also influence the human resource development emphasis of organization leaders. Varied perspectives and performance pressures place demands upon leaders to balance resources and manage inter-cultural behaviors to achieve outcomes. In such situations, choices of methods, training, and leadership tactics to both engage employees effectively and perform organizationally can become a difficult balance. This case presents a developing country international HRD study in two parts--(a) the first of which emphasizes leadership priorities and (b) leadership strategies in a third world environment.