Meta-teams, such as regional management teams, cross-geography matrix teams, and global key account teams, are teams created to coordinate across units. They differ from “typical” bounded teams in important ways, and they tend to require low interdependence and loose coupling. Many leaders see opportunities for higher performance from their meta-teams, though, and they make the conscious choice to tighten this loosely-coupled system.  Achieving tighter interdependence unfortunately proves to be elusive.  This paper draws from previous research on teams, interdependence and global leadership, and extends it to meta-teams.  It establishes the constructs of meta-teams and meta-team behaviors, and provides guidance for research and practice.