In an era dominated by artificial intelligence, automation, and digital transformation, it’s tempting to believe that technology alone drives team performance. But recent research from Wiley Workplace Intelligence reveals a different story: high-performing teams are still fundamentally powered by people. Technology may enable efficiency, but human dynamics like leadership, emotional intelligence, and psychological safety are the true engine of excellence.

The High-Performance Reality Check

Most employees believe they’re part of high-performing teams (81%) and consider themselves high performers (93%). But performance isn’t just about perception—it’s about how teams operate, communicate, and support one another. The data shows that high performance is deeply rooted in human-centered factors, not just tools or processes.

93% consider themselves high performers.

While building skills around technology implementation and upskilling and reskilling are important in this era of rapid change, the skills that our respondents reported as most connected to their performance were human skills that can be built with the right support.

The Human Drivers of Performance

When asked what contributes most to high-performing teams, respondents overwhelmingly pointed to people-first qualities:

• Leadership (90%)
• Emotional Intelligence (83%)
• Psychological Safety (81%)

These traits foster trust, collaboration, and resilience. They create environments where individuals feel empowered to contribute, challenge ideas, and innovate. While access to technology and AI is seen as beneficial, it ranks below the interpersonal dynamics that truly define team success.

Psychological Safety: The Game Changer

Among all factors, psychological safety stands out as the most powerful predictor of team performance. Employees who strongly agree that they feel safe to speak up, share ideas, or raise concerns are 36% percentage points more likely to be on high-performing teams than those who strongly disagree.

Psychological safety is key to high performance.

This isn’t just a nice-to-have, it’s a must-have. When individuals feel heard and respected, they’re more likely to take risks, offer creative solutions, and hold themselves accountable. Psychological safety is the foundation upon which high performance is built.

The Remote Work Paradox

Despite lingering skepticism about remote work, the data tells a compelling story with remote workers reporting the highest performance.

While only 23% of respondents believe remote work positively impacts team performance, remote teams are actually outperforming their in-office counterparts. This suggests that when human dynamics are strong, performance thrives—regardless of location.

This speaks to the importance of building the interpersonal skills that impact performance at every stage in the employee lifecycle. From skills training to leadership development and everything in between, it’s the human impact that takes teams to the next level of performance and success.

Stress and Sustainability

High-performing teams aren’t immune to stress, but they manage it more effectively than their counterparts. The average stress level among high performers is a moderate 5.4 out of 10, indicating that while pressure exists, it’s not overwhelming. Emotional intelligence and supportive leadership likely play a role in maintaining this balance, allowing teams to stay productive without burning out.

What Organizations Can Do

The research identifies four critical drivers of high-performing teams.

Critical Drivers of High-Performing Teams

Psychological Safety

Strong Leadership

Emotional Intelligence

Supportive Culture

Organizations that want to build and sustain high-performing teams must invest in understanding and developing these human-centric factors. This means going beyond surface-level metrics and diving into the behavioral and relational dynamics that drive success.

Tools that help leaders assess individual strengths, team dynamics, and communication styles can be invaluable in this process. When used thoughtfully, these tools support—not replace—the human elements that make teams thrive.

Reframing High Performance

Technology will continue to evolve, but the essence of high-performing teams remains the same: people. By prioritizing leadership, emotional intelligence, and psychological safety, organizations can unlock the full potential of their teams—no matter where they work or what tools they use.

The future of work may be digital, but the future of performance is unmistakably human.

When everything around you is changing, the one constant you can count on is understanding your people. PXT Select^® assessments give you the data-driven insights to see who adapts quickly to change, who needs more support during transitions, and how to position each person for success even when priorities keep shifting. This isn't just about managing change, it's about using change as an opportunity to build high-performing teams.

Wiley Workplace Intelligence conducts in-depth research on key workplace issues by gathering insights from individual contributors, managers, and leaders. Wiley Workplace Intelligence then analyzes these findings to provide actionable solutions that are shared in our blog.