As leadership programs continue to expand in institutions of higher learning across the country and the world, leadership programmers must continually look at the content of these programs so that they include the development of competencies needed by the people they serve. This Capstone paper examines what should be the content of a program model for emerging intercultural leaders at the University of Michigan, in an expectation that the findings could be incorporated into leadership programming at other institutions of higher learning. Literature reviewed in the areas of cross-cultural leadership, international management, and intercultural communication is used in order for this paper to develop a framework of competencies needed by intercultural leaders. These competencies are adapted mainly from Robert Moran and John Riesenberger's Twelve Competencies of the Global Manager and from works by Nancy Adler and Milton Bennett.