Background: Cultural and linguistic competence is widely viewed as a strategy for addressing disparities in health and mental health care. Organizational activities towards the integration and implementation of cultural and linguistic competence span the gamut to include training, workforce development, policy development and standards that inform practice. These activities quite often exist without definition regarding the optimal combination of characteristics within an organization that promote cultural and linguistic competence. Standards for cultural and linguistic competence that have been developed define what and how activities should be conducted. Needs assessments are often conducted to provide a picture of where the strengths, gaps and needs of organizations exist. Several questions therefore surface. How do these activities manifest within an organizational structure? What are the influences and implications for the organization and its structure? What is the relationship between the components of an organizations' structure toward the promotion of cultural and linguistic competence? And, to what extent does the organizational capacity and infrastructure, support the promotion of cultural and linguistic competence? If an organizations' commitment to addressing mental health disparities can be measured by its implementation of cultural and linguistic competent practices then its services to the field should also be culturally and linguistically competent. The purpose of this exploratory study is to assess the degree to which staff demographics, staff perception, organizational commitment, organizational supports and strategies impact the promotion of cultural and linguistic competence within health focused administrative organizations. This study attempts to provide insight into the necessary components and combination of components for the promotion of cultural and linguistic competence. It provides recommendations for future research in this area. Methods: Linear and multiple regression analysis was used to examine the predictive relationship between the variables in the study. The combined predictive nature of the variables to include, demographics of staff, staff perception, organizational commitment, strategies for cultural and linguistic competence (CLC), and organizational supports of CLC on the promotion of cultural and linguistic competence was also examined. Results: The study found that staff perception was a significant predictor of organizational commitment, p = 0.001. Staff perception was also a predictor of the promotion of CLC, p = 0.013. Organizational commitment relative to providing supports such as training was significant, p = 0.021. Organizational commitment was also significant to indicate levels of promotion of CLC. Conclusion: The demographic makeup of staff within an organization does not appear to be a stand alone or singular predictor of the cultural and linguistic proficiency of an organization. Commitment appears to be a far more predictive element of proficiency with an organization. When commitment is translated into the delivery of staff supports such as training and staff development, cultural proficiency begins to take on new life. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]