A useful way to think about teams with the right mix of skills and personalities is to consider the two roles every person plays in a working group: a functional role, based on their formal position and technical skill, and a psychological role, based on the kind of person they are. Too often, organizations focus merely on the functional role and hope that good team performance somehow follows. This is why even the most expensive professional sports teams often fail to perform according to the individual talents of each player: There is no psychological synergy. A more effective approach focuses as much on people’s personalities as on their skills.
Dave Winsborough and Tomas Chamorro-Premuzic writing in Harvard Business Review