Global virtual teams are characterized by work carried out via digital technologies across time zones, national and cultural boundaries with team members who speak different languages. The promising synergetic potential of these teams can be negatively affected by misunderstandings, stereotyping, and bias. Team leaders may not only be biased in the way they perceive group members’ abilities. They could also be biased in their perception of their own abilities to manage and facilitate positive group processes such as sharing information and building team trust. In extant research, information sharing, and team trust have empirically been shown to be critical to positive team processes and outcomes but are found to be much more challenging to realize in global virtual teams. Leadership proficiency in speaking the common language in the team could thus lead to that team leaders believe that information, important to the team trust building process and team outcomes, is widely shared and understood by the team members. However, team members may not agree with team leader perceptions on how well-shared  information is in the team. In this paper, we develop hypotheses for how global virtual team leaders, proficient in English as the common language, could possibly have such a bias inflating their perception of how much information is shared in the team, which in turn could have a negative effect on trust in the team and on team outcomes.