Modern business usually goes beyond the borders of one state. Multiculturalism, the exchange of international experience, and cross-cultural communication have got great importance in today’s world. For these reasons, groups composed of different cultures – global teams – are now receiving increasing attention. There is a view that the diversity of staff, their multicultural nature, can improve the team’s performance, and therefore the effectiveness of the organization itself. Global teams are groups formed from representatives of different cultures to perform various tasks. Unlike single cultural teams, they are characterized by the prevalence of different cultures, mixed languages of communication, and interpersonal interaction styles. As a result of the crossing of different cultures, both negative consequences – conflicts, and positive – mutual cultural enrichment, discoveries, exciting ideas, useful knowledge are possible (Himanka, 2019). Accordingly, to ensure the efficiency of such a team, it is crucial to assess the impact of each member’s critical features on the work of the group as a whole. Representatives of different business cultures in global teams have got different motives, incentives, rules, norms, traditions, communication styles, as well as can perceive working situations in different ways. In global teams, two scenarios are possible for the development of relations within the group: the establishment of cultural unity and cohesion, or subgroup dominance, and the effect of exclusion from intra-group interaction (Cieri, 2017). In the field of team architecture, the following three essential factors dominate the inclusion of an individual in a multicultural team: professional qualities, ability to work in a group, and respect and tolerance (Maznevski and lane, 2019). Cross-cultural team leaders, just like their members, can solve these problems differently based on their cultural affiliation, which determines the specifics of their approaches and team management strategy (Mockaitis, Zander, and De Cieri, 2018). Thus, the efficiency of communications is a crucial indicator in cross-cultural management, as it is on it that the productive cooperation of international companies depends. It is directly related to the understanding of cultural, national peculiarities of representatives of different peoples and countries. Effective communications are characterized by criteria such as objectivity, transparency, reliability, timeliness, feedback, and targeting. In the process of forming a global team, its members create their own culture of interaction. Unlike single cultural groups, they have no shared identity and create new, more convenient, and secure ways for them to cooperate (Tang and Wang, 2017). Thanks to this, such teams have got many advantages, for example, obtaining new skills of work, forming unique ideas, and many others. The global team will be able to identify the problem in everyday work and come up with an original solution for it. At the same time, work efficiency depends on several factors (Browaeys and Price, 2019). First, the objectives and tasks of the work must be established. Second, there should be a set of clear r