This is true for the simple reason that having many points in the solution space to select from increases the likelihood that a more optimal point can be selected.
In my experience, high-perming teams are those which are built to allow creativity. High emotional safety to express ideas and concerns, evidence-driven reasoning, dedicated time for experimentation, open discussions on just about any topic, nobody pulling rank to get their will done, etc.
Good leadership, consequently, is nudging people toward being that sort of collaborator.
Critically, I believe all people are creative. Or rather, useful creativity is a serendipitous meeting between situation and person. Whenever I'm at a loss for how to solve a problem, asking more people has always been the right answer. There's always someone who can think of a high-value solution to a tricky problem, and it's almost never the person I'd expect to.
Of course, this requires that your goal is to solve problems effectively. For many people, the goal is playing politics and looking good. Then you want the opposite approach. Keep information to yourself and force others to go with your ideas.