Take a look at this quoted question.
How come teams with an average IQ of over 120, function with a collective IQ of about 60?
from Peter Michael Senge who is director of the Center for Organizational Learning at the MIT Sloan School of Management. He is known as author of the book The Fifth Discipline: The art and practice of the learning organization.
I think any of us with any experience have seen this problem. I laughed when I saw this. However, I have been closer to tears at the results I see in the lower level workers when this is true.We need to make a deeper investment in the health of our team. It takes an integrated look under the hood, but we can find the right diagnosis. Any team, be they good or bad can start to have a group of 110 IQ’s operating as a 130 IQ team. That is more than a 2X change from the common 60. The boom you get from that is worth the effort. However, many leaders do not invest here as it seems too touchy feely or too unlikely of success as hard to measure exactly.
Of course, teams are weaker than they need to be because leaders often only invest in readily measurable things. They do not seriously invest in the unmeasurable of leadership team dynamics. Further, leaders make or break their teams. Few leaders want to do the heavy lifting of changing their own attitudes and behavior even the small amounts that could give big boosts to their team. Thus, so many teams are operating at an IQ of 60.