Abstract
<jats:p>Multinational businesses (MNCs) have undergone a revolution thanks to global teams, which promote innovation, expand market reach, and adapt diverse economies. MNCs are able to successfully navigate difficult international business environments because to effective leadership and cultural awareness. However as global teams become increasingly rampant, MNCS face significant challenges in managing global workforces,especially between India and China. Key findings reveal that Indian leaders favor relationship-oriented approaches, while Chinese counterparts adhere to hierarchical models, necessitating cultural sensitivity training to improve communication and collaboration. Additionally, decision-making and risk-taking strategies vary significantly, with Indian firms showing flexibility and adaptability compared to the collective, long-term focus of Chinese companies.</jats:p>