Abstract Teams, like companies, are going global. As Davision and Ward (1999) note, global teams are necessary for creating a company¡¦s ¡§sustainable global capability¡¨. The increasing complexities of scientific, sociological, and commercial issues demand that people from different cultural backgrounds and different nations collaborate in order to resolve global problems creatively and take advantage of global opportunities. Yet, global teams often face more challenges than collocated teams due to the nature of diversity. Thus, our research is aimed to study how the global team leaders lead to deal with the difference of cultural background, barrier of language, potential conflict etc., and still make a great teamwork. To reach the objective, the research adopts a case study method and takes the interviews with 8 global teams in Taiwan, and three members for each team, including a team leader and members from different countries. After data gathering and analysis, we generate 11 propositions.