As Holt and Seki (2012) assert, it is important to develop multicultural competencies, to be at once focused, driven, and people oriented. These are qualities that help a leader to overcome the challenges associated with the paradoxes that are inevitably encountered once work crosses national and cultural boundaries. But how do these qualities help the leader become an effective global leader, and how are these qualities acquired? We suggest that the cultivation of the qualities required for effective global leadership occurs through the actual simultaneous performance of three unique roles within and across groups: boundary spanner, bridge maker, and blender. We argue that these key leader roles are missing from the global leadership literature but are central to acquiring the essential competencies featured in the focal article.