This dissertation identified factors which affect the Global Mindset of global leaders and its effects on their leadership behaviors. To achieve this objective, an on-line survey based on the Global Mindset and Leadership Behavior instrument developed by Konyu-Fogel (2011) was applied to a sample of 163 leaders which work in positions which require international activities in multinational and national organizations in twenty two product lines (industries) in Africa, Asia, America do Sul, South America, Europe and Middle East. We conclude that demographic factors such as age, gender and number of foreign languages spoken do not significant affect Global Mindset, although leaders older than 60 or who speak at least three foreign languages have higher global mindset scores. We also identified that local of employment is a factor which significantly affect the Global Mindset score, confirming studies which identified that sensitivity across cultures is highly dependent on individual s personal background and cultural intelligence. Concluding the demographic factors analysis, we identified that the factor position affects the Global Mindset, presenting that positions Recruitment Partner and CEO have the higher Global Mindset scores. On assessment of organizational factors effects on Global Mindset, we identified a weak relationship under total number of employees, percentage of employees working overseas, location/country of headquarter s and Global Mindset. On the other hand, product line and number of percentage of revenue from foreign operations significantly affect business leaders Global Mindset. Finally, we noticed that Global Mindset is responsible for 39,1 percent of variability on leadership behavior, confirming previous studies which identified that global leaders with high Global Mindset are more likely to exhibit leadership behaviors which present understanding on differences across cultures and countries in response to the global environment.