In recent years，with China’s active participation in the reform of the global governance system and the implementation of the “the Belt and Road Initiative”，Chinese enterprises have become increasingly internationalized and connected with the world，and our demand for training international talents has become increasingly prominent. At present，the international talents needed by our multinational organizations and enterprises must have the ability to not only stick to the core values of their own culture，maintain inner stability，but also open their minds，accept and adapt to new environmental changes，and effectively lead the team to achieve organizational goals. We call this ability “Rooted Cross-Cultural Leadership”. Rooted Cross-Cultural Leadership has two meanings：the first is Rooted and the second is Cross-Cultural Leadership. Rooted means that as an international talent，one must first be rooted in the core values of one’s own culture，as well as the core values of one’s own enterprise or organization. Only in this way can one remain firm and original in the unpredictable multicultural environment. Cross-Cultural Leadership refers to the ability to accept different cultures，adapt to environmental changes，lead or cooperate with multicultural teams to achieve organizational goals，reach consensus and promote commitments with an open mind. This paper will interpret the Rooted Cross-Cultural Leadership model by analyzing the successful cases of internationally renowned multinational companies.