Team Intelligence argues that the most effective teams and organizations are not built by focusing solely on singular “great leaders,” but by cultivating collective intelligence — the ability of a group to collaborate, communicate, and function as a cohesive unit. The author draws on research and real-world examples from leaders, scientists, astronauts, Olympic captains, corporate executives, and more to show that traits often associated with strong leadership (e.g., charisma, dominance, even “genius”) are less important than trust, diversity, psychological safety, openness, and shared responsibility