Global leaders operate in a context of multicultural, paradoxical complexity in the world—a context that most leaders find themselves facing today. We argue that 4 developmental shifts are required to be effective in this context: developing multicultural effectiveness, becoming adept at managing paradoxes, cultivating the “being” dimension of human experience, and appreciating individual uniqueness in the context of cultural differences. Challenges for industrial–organizational (I–O) psychology are identified in each area. The article concludes by inviting I–O psychologists to integrate competing frameworks, explore related disciplines, revamp leadership competency models, create new tools and frameworks for developing global leaders, and step up to become global leaders ourselves.