AI is everywhere. This ubiquitous technology is the focus of headlines, organizational priorities, and is integrated into practically every website we use. It would be easy to think that AI, and technology in general, is the key to high performing teams in 2025.

Think about it: collaboration is reliant on technology. Whether it’s the tools we use to communicate, or the platform we leverage to streamline workloads, technology elevates our ability to work across geographical borders and at a speed our former analogue selves could only dream of. But that’s not the whole story.

We wanted to understand what actually drives high performance in the AI era. Is it the rapidly evolving technology designed to streamline our work lives and ramp productivity or is it something more…human?

Wiley Workplace Intelligence surveyed 1,511 people about what it means to be a high performer and what leaders can do to nurture high-performing teams in the new age of work.

Surprisingly, and perhaps encouragingly, we found that a whopping 93% of respondents self-identify as high performers, with 81% of those considering themselves to be on a high-performing team.

We discovered that what drives performance isn’t process or technology, it’s people.

Psychological Safety is the Game-Changer

Among all the factors examined, psychological safety emerged as the strongest predictor of high team performance. Employees who strongly agree that they feel safe to speak up, share ideas, or raise concerns on their team are 36 percentage points more likely to be part of a high-performing team compared to those who strongly disagree.

That’s a powerful signal. When team members feel psychologically safe, they are more likely to contribute, collaborate, and innovate. It creates the conditions for accountability, trust, and healthy conflict—core behaviors that define truly effective teams.

For organizations, this presents both a challenge and an opportunity. Psychological safety doesn’t happen by accident; it must be intentionally cultivated through building trust, effective leadership, and ongoing reinforcement that people are safe to speak up for the betterment of the team.

Effective Leadership and Emotional Intelligence Are Not Optional

High-performing teams thrive under strong leadership. In fact, 90% of respondents said leadership is a key factor in team performance, and 83% pointed to emotional intelligence as another essential ingredient.

It’s not just about having a leader who sets goals or runs effective meetings. The most impactful leaders demonstrate empathy, self-awareness, and the ability to navigate interpersonal dynamics with care and clarity. They model the behaviors they want to see on their teams, creating environments where respect, vulnerability, and inclusion are standard—not exceptions.

Organizations looking to elevate performance should invest in leadership development that goes beyond technical skills. Focusing on emotional intelligence, coaching, and relational effectiveness pays dividends in team health and productivity. There is a reason that trust is at the foundation of cohesive teams.

The Remote Work Reality Check

Despite concerns that remote work may undermine collaboration or cohesion, the research tells a different story. Remote workers actually report the highest levels of high performance, at 85.4%, which is 6.3-point advantage over office-based employees.

Interestingly, there seems to be a discrepancy in how people view remote work, with only 23.1% of respondents believing remote work has a positive impact on team performance, while 21.6% perceive it outright negatively. This disconnect between perception and reality highlights a key takeaway: performance is not dictated by proximity, but by how well a team communicates, supports each other, and stays aligned.

The lesson for organizations? Rather than focusing on where teams work, prioritize how they work together. With intentional culture-building, clear expectations, and strong relational dynamics, remote and hybrid teams can thrive just as much, if not more, than in-person ones.

Culture, Recognition, and Feeling Valued

Culture also plays a significant role in whether teams reach high performance. 67% of respondents said high-performing teams are recognized by leadership, and 63% said their organization fosters a culture that supports high team performance.

Recognition and support from leadership reinforce that team contributions matter. When teams feel seen and valued, they’re more likely to stay engaged, take ownership, and sustain their performance over time.

The good news is these are areas within organizational control. Leadership can create mechanisms to recognize team impact, celebrate wins, and build a culture where collaborative success is prioritized over individual achievement.

Building High-Performing Teams Starts with Intention

The research confirms that the critical drivers of high performance (psychological safety, strong leadership, emotional intelligence, supportive culture) are measurable, interdependent, and, most importantly, developable.

Organizations don’t need to guess what drives success. They can assess these factors, intervene where needed, and invest in the people and practices that elevate team dynamics. While tools and AI may enhance workflows, the engine of performance remains human.

If your organization is looking to build stronger, more resilient, and higher-performing teams, start by investing in what matters most: the relationships and behaviors at the heart of teamwork.

Wiley assessment brands lay the groundwork for cohesive teams. Specifically, The Five Behaviors learning experience offers a powerful framework for building successful teams. By fostering healthy teams across an entire organization, you can drive internal growth and retain top talent.

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.