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.

Global leadership is sorely needed to transform the world, given trends such as climate change, water scarcity, and social unrest. We need leaders with multicultural sensitivity who will face paradoxes head on, invite new voices into the dialogue, and collaborate across sector and national boundaries to find more sustainable solutions. This response addresses 3 areas that garnered the most commentaries: competency models, paradoxes, and developing global leaders. We point out several neglected perspectives, including “being” and “individual uniqueness,” along with the absence of non‐Western voices in the commentary dialogue. We challenge readers to raise their consciousness and shift from enabling status quo leadership to becoming change agents.