Due to cultural and linguistic differences, interacting and collaborating with foreign nationals is perceived as a cost to local members of diverse, international organizations. Therefore, being perceived as a foreigner can make it difficult for employees to integrate into a new organization, as they will be faced with a negative bias. These judgments are embedded in organizational power relations, where foreignness becomes a marker of outsider status with reduced access to social and professional resources. According to social exchange theory, however, positive personal characteristics could have the potential to mitigate the unfavorable consequences of being foreign. This can even be the case when the benefits of a work relationship have no functional value but stem from a surface-level, personal trait. Synthesizing insight from international organization behavior and human appearance research, this chapter informs about the power of attractiveness in compensating for the adverse effects of foreignness. We theorize that attractiveness has the potential to trigger a positive feedback process between intercultural interaction, adjustment, and the perception of foreignness. We also propose that the role of surface-level foreignness (race, accent, name) and surface-level personal impressions (physical attractiveness) will be reduced as the local acquires more information about the foreign national during interaction. We conclude the chapter by providing guidelines for leaders in diverse, international organizations, with particular attention to transformational leadership as a style that can amplify or counterbalance appearance-based power dynamics.