In a globalized society, culture is acknowledged as one of the most vital societal sectors (Romanovska, 2019). According to Van Dyne et al. (2010), organizations now operate in cultural contexts, both locally and globally. Earley and Ang (2003) declared that leaders manage culturally varied conditions and complicated environments, especially in project management. This study investigates how cultural intelligence (CQ) affects strategic project management (SPM) in engineering firms in Dubai. The study examines the impacts of four independent variables (IVs): metacognition, cognition, motivation, and behavior on three dependent variables (DVs): strategic project leadership, strategy alignment, and project portfolio management. Data was collected from 395 managers and engineers. The study relies on a quantitative approach to measure and evaluate objectively the numerical data collected from closed-ended questionnaires. The research suggests a significant positive impact of CQ on SPM. To test this hypothesis, the research uses SPSS to perform regression analysis. The findings show a significant positive influence of metacognition, cognition, and motivation on the dependent sub-variables. This implies that these elements of cultural intelligence are essential to successful strategic project management. However, behavior has no significant impact on the aspects of SPM. The outcomes of the multivariate tests show that the whole model fits the data well and that the combined influence of the IVs can explain a significant amount of the variance in the DVs. Yet, not all outcomes may be equally affected by the impact of some independent variables or their relations.