Originally found at Forbes.

Leaders love to talk about talent. Hiring top performers is often seen as the surest path to innovation, agility and competitive advantage. Whether in Fortune 500 boardrooms or high-growth startups, leaders prize elite résumés and high-potential hires—believing that the more stars you have, the better your team will perform.

But what if that logic is flawed? What if adding more top talent doesn’t automatically lead to better outcomes, and might actually undermine them?

That’s the question at the heart of research published in Academy of Management Discoveries, titled “When More Is Less: The Role of Social Capital in Managing Talent in Teams.” The underlying study—conducted by Andy Loignon and Sirish Shrestha of the Center for Creative Leadership (CCL), along with Fabio Fonti and Mehdi Bagherzadeh of NEOMA Business School and Andrei Gurca of Queen’s University Belfast—shows that the relationship between talent and performance is more complicated than many leaders assume.

Continue reading the original article at Forbes.

Read the original research in Academy of Management Discoveries.

Read the Academy of Management Insights summary.

Learn more about the AOM Scholars and explore their work:

• Fabio Fonti, NEOMA Business School
• Mehdi Bagherzadeh, NEOMA Business School
  
• Andrei Gurca, Queen's University Belfast