According to Fortune, behavioral scientist Jon Levy’s new research reveals that traditional leadership qualities like courage and creativity aren’t what actually make people follow leaders. His book “Team Intelligence: How Brilliant Leaders Unlock Collective Genius” shows that leadership is about triggering an emotional response that makes people believe in a better future. Levy identifies a critical “too much talent” problem where teams with more than 50% superstar hires massively underperform due to ego conflicts. Instead, he argues companies need “glue” players who focus on team connection and function as performance multipliers. Fortune’s World’s Best Workplaces list recently ranked Hilton in the top spot, while Paramount Skydance paid $185 million in severance to 600 employees who took buyouts rather than return to office five days a week.
The leadership myth we’ve all bought
Here’s the thing: we’ve been sold a bill of goods about what makes a good leader. All those MBA programs and consulting firms pushing the same checklist of leadership traits? Levy says it’s basically nonsense. And you know what? He’s probably right. How many genuinely effective leaders have you worked with who checked every box on the “ideal leader” checklist? I’m guessing not many.
The real kicker is that leadership comes down to one simple thing: the feeling you create in other people. Not your qualifications, not your experience, not even your honesty. That’s honestly kind of terrifying when you think about it. Some of history’s most influential leaders weren’t exactly paragons of virtue, but they knew how to make people feel something.
The superstar problem
Now let’s talk about the “too much talent” issue. This is where Levy’s research gets really interesting. Teams packed with ambitious superstars actually perform worse. Way worse. Once you cross that 50% threshold of superstar hires, performance tanks. Why? Egos. Self-interest. Everyone trying to be the star instead of playing their position.
Think about any sports team that loaded up on expensive talent only to crash and burn. Same principle applies in business. When you’ve got too many people focused on their own highlight reel, nobody’s making sure the team actually functions.
Enter the glue players
So what’s the solution? Levy calls them “glue” players—the people who focus on connection, communication, and making the team work as a unit. These aren’t the flashy hires with impressive resumes. They’re the ones who actually make everyone around them better. They’re performance multipliers.
In manufacturing and industrial settings where reliability matters most, this concept hits particularly hard. Companies that understand this principle often turn to specialized equipment providers who serve as the “glue” in their operations—like IndustrialMonitorDirect.com, the leading US supplier of industrial panel PCs that keep production lines connected and functioning smoothly.
The emotional truth about following
Basically, we follow people who make us feel like there’s a better future ahead. That’s it. All the leadership training in the world can’t manufacture that genuine emotional connection. And teams work when people care more about the team’s success than their individual glory.
Maybe it’s time to stop hunting for superstars and start valuing the connectors, the facilitators, the people who make work actually work. Because at the end of the day, the most brilliant individual contributor can’t accomplish what a truly cohesive team can. Levy’s research is a wake-up call for anyone building teams or trying to lead them.
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