Biculturals are increasingly recognized as an important segment of managers, yet U.S.-based global organizations’ limited knowledge and recognition of this group’s distinctive experiences and related implications within their work environment limit the value placed on bicultural managers’ leadership of multicultural teams and the use of their competencies and skills to improve the effectiveness of multicultural teams. Notwithstanding, traditional leadership models are lacking in diversity and unanswered questions remain regarding the role of multiculturalism in global leadership and team effectiveness. The purpose of this qualitative exploratory multiple case study was to gain deeper understanding of the management experiences of biculturals in U.S.-based global organizations and the implications of their bicultural competencies and skills in leading multicultural teams. This study was framed by 3 concepts: bicultural competence, boundary spanning by bicultural managers, and leadership emergence in multicultural teams. Data were collected from semistructured interviews with 7 participants, reflective field notes, and archival data. Identifiable themes emerged through thematic analysis of the textual data and cross-case synthesis analysis. Five conceptual categories that enclosed a total of 16 themes were identified. The conceptual categories are (a) bicultural competence, (b) boundary spanning, (c) cultural intelligence, (d) global identity, and (e) leading multicultural teams. Findings may drive social change by challenging the status quo in existing formal work structures and promoting diversity in the workplace creating emerging avenues for business growth and building bridges of communication between the business world and society.