In 2016, Klaus Schwab coined the term The Fourth Industrial Revolution. More recently, the World Economic Forum has used another term: The Intelligent Age—an age being shaped increasingly by artificial intelligence and other rapidly developing technologies.

But technological intelligence is only part of what this new age requires.

As the World Economic Forum has argued, technological transformation must be accompanied by greater environmental, social, and geopolitical intelligence if it is to enhance human potential rather than divide society.

I would add another dimension: the development of the human beings who will be leading through it.

What does this changing world require of individual leaders—and what does it mean for how we develop them?

I think about leadership development through three interconnected dimensions.

The role. Leaders still have work to do: making decisions, setting direction, building organizations, motivating people, allocating resources, and taking responsibility for results.

The person. The human being occupying that role must be able to remain grounded and flexible, recognize patterns, recover from difficulty, understand what is happening around them, and bring sufficient experience and judgment to the work.

Relationships. Leadership does not happen in isolation. Leaders operate through relationships with teams, colleagues, employees, customers, communities, networks, technology, and the larger systems of which they are part.

These dimensions continually affect one another. A leader may understand the requirements of the role but lack the personal capacity to meet them under pressure. A highly capable individual may struggle because important relationships are weak. And relationships themselves change as organizations, technologies, and circumstances change.

Leadership development has often treated these dimensions separately—developing a skill here, introducing a leadership style there, adding team building or coaching when a particular need emerges.

But the world leaders are entering is increasingly interconnected.

Perhaps our development of leaders needs to become more interconnected as well.