Fortune magazine has published some excerpts from Peter Drucker.
The article is Advice From the Master. It's listed online as part of Fortune's "How to Become a Great Leader" issue (but it doesn't seem to be in the printed magazine).
Drucker's take is that executives should look for collegues with specific strengths, not generalists that tend to be mediocare. I think that applys to technical people as well, that good teams tend to have people with different strengths; as long as the people work together well (and that's a big if), the team's total talent is greater than the sum of its member's talent.
I would take this one step further. It's easy to attend a meeting of whatever development team you happen to be part of, look around the table at your teammates and think "He's good. That guy's terrible. She's good. She's not." and so on. It's tempting to look at people that way, but not very helpful. Good managers I've worked for try to figure out what each team member is good at, then see how to apply those abilities to benifit the project. That way, everyone contributes. Given, sometimes you have a team member with little talent or a lousy attitude, who consistantly contributes little to any project. That's a person who needs to re-evaluate their career choice, before their employeer does it for them. But most people have something good to contribiute; good managers look for slots that fit their talents and preferences. This works better than trying to force fit staff members into slots that fit the project better than the people staffing the project.
So look around the table and think about what each team member is good at. And think about what you're good at. Then think about how you can work with them to put what you're good at together with what they're good at. I think you'll find you'll wind up with a team capable of producing much more than you could yourself, even if everybody isn't good at everything.
Build on People's Strengths