Yes, this exactly.I was chatting with a PC once, many, many years ago, and he said, and I paraphrase: It's not the studs I worry about, they have enough initiative and intelligence to do the job. Even the mediocre Marines will usually turn out OK with good leadership within the team. My biggest job is motivating and leading the kid that can barely pass the PFT, leading the kid that needs a second and third time to get a concept. Those are the people who most benefit from real leadership the most, and those are the Marines I want to see succeed the most.
You are right: leaders inherit their teams (platoons, companies, ship's company, ODAs, whatever). They have to actually, you know, lead their people.
In more than 20 years of commissioned service, I've had exactly one assignment where I had completely unrestricted hiring and firing authority. Assigned, augmentee, military, civilian, higher rank than me, somebody's boy... whatever. If I didn't think you were a good fit, you didn't get in. If I didn't think you were working out, you were gone that day. That was for one one specific position downrange with the Task Force, which I filled for four months before I rotated out and it was someone else's gig. When I was in 5th Group I got to leave one NCO behind because he was a dirtbag (he ended up with a USASFC combat patch anyway, which is a completely different story). Other than that, I had to play the hand I was dealt with the cards that the Army dealt me.
At the height of the GWOT not only was it almost impossible to get rid of someone, we were letting in all kinds of people with sketchy backgrounds. People coming into the military need to come to grips with the fact that there are going to be "liabilities" in their formations. Pre-service, they need to concentrate on not being that liability themselves before they worry about what they're going to do about the shortcomings of others.