{
    "version": "1.0",
    "updated": "2026-09-26",
    "canonical": "https://www.reasonedleadership.org/research.json",
    "human_index": "https://www.reasonedleadership.org/research/",
    "ibot": "Intuitive Benchmarking Over Time",
    "ibot_rejected": [
        "Identify/Benchmark/Observe/Track",
        "Intent/Behavior/Outcome/Time"
    ],
    "author": {
        "name": "Dr. David M Robertson, MSL, VL2",
        "ssrn_author": "https://papers.ssrn.com/sol3/cf_dev/AbsByAuth.cfm?per_id=9131172",
        "jala_search": "https://jala.nlainfo.org/?s=david+robertson"
    },
    "epistemic_layers": [
        "substrate",
        "craft",
        "measurement",
        "application_package",
        "narrative",
        "evidence"
    ],
    "items": [
        {
            "id": "reasoned-leadership-2-0",
            "title": "Reasoned Leadership 2.0",
            "mechanism": "Integrative operating system for accurate decision-making under uncertainty, complexity, and adversity.",
            "type": "application_package",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": "https://www.reasonedleadership.org/the-complete-system/",
            "secondary": "https://www.grassfireind.com/reasoned-leadership/"
        },
        {
            "id": "suite-compendium",
            "title": "Reasoned Leadership Suite Compendium",
            "mechanism": "Map of components, evaluation boundaries, and how the parts are meant to be used together.",
            "type": "application_package",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5875762",
            "jala": null,
            "first_party": "https://www.reasonedleadership.org/the-complete-system/",
            "secondary": "https://www.grassfireind.com/wp-content/uploads/2026/01/Reasoned-Leadership-Suite-Overview-v8.pdf"
        },
        {
            "id": "epistemic-rigidity",
            "title": "Epistemic Rigidity",
            "mechanism": "Ten established biases (confirmation bias, anchoring, Einstellung, and others) interlock into a self-reinforcing wheel that blocks belief revision. The wheel is Reasoned Leadership's synthesis. In the 3B cycle it is the bias stage, between emotion and belief.",
            "type": "substrate",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5875142",
            "jala": "https://jala.nlainfo.org/epistemic-rigidity-the-invisible-barrier-to-growth-and-leadership/",
            "first_party": "https://www.reasonedleadership.org/epistemic-rigidity/",
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "adversity-nexus",
            "title": "Adversity Nexus Theory",
            "mechanism": "Adversity produces leaders; abundance and safety can harden into stagnation and return adversity.",
            "type": "application_package",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5875163",
            "jala": "https://jala.nlainfo.org/the-adversity-nexus-theory/",
            "first_party": "https://www.reasonedleadership.org/adversity-nexus/",
            "secondary": null,
            "jala_section": "Original Theory"
        },
        {
            "id": "3b-model",
            "title": "3B Behavior Modification Model",
            "mechanism": "Emotion shapes bias, bias shapes belief, belief drives behavior, behavior produces outcomes. Intervene at bias.",
            "type": "application_package",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5875502",
            "jala": null,
            "first_party": "https://www.reasonedleadership.org/3b-behavior-modification/",
            "secondary": "https://www.grassfireind.com/the-3b-behavior-modification-model/"
        },
        {
            "id": "functional-compensation",
            "title": "Functional Compensation Through Structured Challenge",
            "mechanism": "Neural systems remodel when demand exceeds current capacity inside a survivable window.",
            "type": "substrate",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=6009654",
            "jala": null,
            "first_party": "https://www.reasonedleadership.org/leadership-development-must-be-uncomfortable/",
            "secondary": null
        },
        {
            "id": "nutritional-substrates",
            "title": "Nutritional Substrates for Executive Function",
            "mechanism": "Executive function depends on specific nutritional inputs for myelination, neurotransmitter synthesis, and membrane structure. The paper describes a constraint on decision-making capacity and prescribes no clinical protocol.",
            "type": "substrate",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=6029694",
            "jala": null,
            "first_party": "https://www.reasonedleadership.org/your-brain-runs-on-what-you-eat/",
            "secondary": null
        },
        {
            "id": "chi-square-twist",
            "title": "Chi Square Twist",
            "mechanism": "Time-stratify a cross-section and use chi-square to read developmental pattern without a full panel.",
            "type": "measurement",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5875702",
            "jala": null,
            "first_party": null,
            "secondary": "https://www.researchgate.net/publication/399701365_The_Chi_Square_Twist_A_Pseudo-Longitudinal_Protocol_for_Gaining_Temporal_Insight_from_Quantitative_Studies",
            "notes": "Applied in Doc's doctoral dissertation on leadership development in Kansas credit unions (see the Evidence row)."
        },
        {
            "id": "rlq-ibot",
            "title": "RLQ-IBOT Protocol v1.5",
            "mechanism": "Combines IBOT with the Chi Square Twist to assess the Nine Pillars over time. Specifies the ruler and makes no claim that training works.",
            "type": "measurement",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/reasoned-ai-leadership/",
            "first_party": "https://www.reasonedleadership.org/i-b-o-t-method/",
            "secondary": "https://www.grassfireind.com/wp-content/uploads/2025/12/RLQ-IBOT-Protocol-v1.5.pdf",
            "jala_section": "Board Insights",
            "notes": "Full 52-page spec is first-party. Do not treat a public summary as the protocol."
        },
        {
            "id": "ibot",
            "title": "IBOT Method",
            "mechanism": "Intuitive Benchmarking Over Time: observed behavioral trajectory against a leader's own baseline.",
            "type": "measurement",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/measuring-leadership-development-the-i-b-o-t-method/",
            "first_party": "https://www.reasonedleadership.org/i-b-o-t-method/",
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "contrastive-inquiry",
            "title": "Contrastive Inquiry",
            "mechanism": "Statement, Contrast, Question, Exploration: engage the direct opposite of a claim before committing to it, which disrupts confirmation bias.",
            "type": "craft",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/unlocking-understanding-with-the-contrastive-inquiry-method/",
            "first_party": "https://www.reasonedleadership.org/contrastive-inquiry/",
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "mmrp",
            "title": "Multi-Modal Reflection Protocol (MMRP)",
            "mechanism": "Four required questions after a learning event: analytical, emotional, executive, creative.",
            "type": "craft",
            "ssrn": null,
            "jala": null,
            "first_party": null,
            "secondary": "https://www.grassfireind.com/multi-modal-reflection-protocol-mmrp/"
        },
        {
            "id": "validation-exchange",
            "title": "Validation Exchange Theory",
            "mechanism": "Engagement rises when deliverable accuracy is checked and validation is authentic; fake praise and overhead collapse it.",
            "type": "application_package",
            "ssrn": null,
            "jala": null,
            "first_party": null,
            "secondary": "https://www.grassfireind.com/validation-exchange-theory/",
            "notes": "Full mechanistic manuscript is in the private archive. Public summary is on GrassFire Industries."
        },
        {
            "id": "novice-factor",
            "title": "The Novice Factor",
            "mechanism": "Uncalibrated confidence from surface fluency, mistaken for expertise.",
            "type": "narrative",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-pseudo-leadership-expert-dilemma/",
            "first_party": "https://www.reasonedleadership.org/the-novice-factor/",
            "secondary": "https://www.grassfireind.com/differences-in-leadership-programs/",
            "jala_section": "Board Insights"
        },
        {
            "id": "playbook-method",
            "title": "The Playbook Method",
            "mechanism": "Five stages: Define the End Zone, Scout the Opposition (Fail List), Build the Playbook, Execute the Game Plan, Drive to the Goal.",
            "type": "craft",
            "ssrn": null,
            "jala": null,
            "first_party": "https://www.reasonedleadership.org/the-playbook-method/",
            "secondary": null
        },
        {
            "id": "reasoned-development",
            "title": "Reasoned Development",
            "mechanism": "Structured leadership development built on accuracy, adversity, accountability, cognitive restructuring, and long-term orientation. It integrates the 3B Model, Epistemic Rigidity, Contrastive Inquiry, and the Adversity Nexus.",
            "type": "application_package",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": null,
            "secondary": "https://www.grassfireind.com/reasoned-leadership/",
            "notes": "Documented in Reasoned Leadership 2.0, chapters 23 to 25."
        },
        {
            "id": "clinical-leaderology",
            "title": "Clinical Leaderology",
            "mechanism": "The proposed clinical discipline that unifies the Reasoned Leadership frameworks into one applied diagnostic and intervention practice.",
            "type": "application_package",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": "https://jala.nlainfo.org/leaderology-the-science-of-leadership/",
            "first_party": "https://www.reasonedleadership.org/the-complete-system/",
            "secondary": null,
            "jala_section": "Board Insights",
            "notes": "Reasoned Leadership 2.0, chapter 34."
        },
        {
            "id": "nine-pillars",
            "title": "Nine Pillars of Reasoned Leadership",
            "mechanism": "Autonomy, Mastery/Competence, Purpose/Relatedness, Consistencies, Accuracies, Efficiencies, Sound Thinking, Accurate Decisions, and Effective Communication. Assessed over time through the RLQ-IBOT Protocol.",
            "type": "application_package",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": null,
            "secondary": null,
            "notes": "Reasoned Leadership 2.0, chapter 10."
        },
        {
            "id": "lifecycle",
            "title": "Reasoned Leadership Lifecycle",
            "mechanism": "Four individual developmental stages: Novice, Cognitive Expansion, Adaptive, and Expert. An individual cycle, distinct from the organizational Adversity Nexus.",
            "type": "application_package",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": null,
            "secondary": null,
            "notes": "Reasoned Leadership 2.0, chapter 24."
        },
        {
            "id": "reasoned-team-development",
            "title": "Reasoned Team Development",
            "mechanism": "The 3B Model, Contrastive Inquiry, and Validation Exchange applied at the team level.",
            "type": "application_package",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": null,
            "secondary": null,
            "notes": "Reasoned Leadership 2.0, chapter 30."
        },
        {
            "id": "mass-epistemic-rigidity",
            "title": "Mass Epistemic Rigidity",
            "mechanism": "The organizational-scale extension of Epistemic Rigidity, where collective rigidity dictates strategy over reality.",
            "type": "substrate",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": null,
            "secondary": null,
            "notes": "Reasoned Leadership 2.0, chapters 20 and 21."
        },
        {
            "id": "structured-challenge",
            "title": "Structured Challenge, Prediction Failure, and Expectancy",
            "mechanism": "Expectancy sets the prior against which prediction error is computed. Only structured challenge (named domain, calibrated dose, witness, repetition) makes that error usable for belief revision.",
            "type": "substrate",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/structured-challenge-nocebo-pygmalion/",
            "first_party": "https://www.reasonedleadership.org/structured-challenge/",
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "psychological-safety",
            "title": "Psychological Safety as Epistemic Rigidity",
            "mechanism": "How psychological safety, applied as protection from dissent, institutionalizes Epistemic Rigidity and blocks the prediction error that learning requires.",
            "type": "narrative",
            "ssrn": null,
            "jala": null,
            "first_party": "https://www.reasonedleadership.org/how-psychological-safety-became-epistemic-rigidity/",
            "secondary": null
        },
        {
            "id": "vision-subordination",
            "title": "Vision-Subordination",
            "mechanism": "The leader positions the organizational vision as the superordinate authority, so leader and follower answer to the same destination.",
            "type": "application_package",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/a-theoretical-extension-of-leader-follower-dynamics-through-vision-subordination/",
            "first_party": "https://www.reasonedleadership.org/the-leader-who-follows/",
            "secondary": null,
            "jala_section": "Practical Application"
        },
        {
            "id": "roman-way",
            "title": "Organizational Development: The Roman Way",
            "mechanism": "Symbolism, the Common Cause, the Sense of Belonging, and Assimilation: how a group adopts a cohesive culture and aligns around a vision.",
            "type": "application_package",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/organizational-development-the-roman-way/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "management-to-leadership",
            "title": "Management to Leadership Transition",
            "mechanism": "Moving an organization from a management-heavy culture to a leadership-based system through capability-building, structural realignment, and developmental reform.",
            "type": "application_package",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/from-management-to-leadership-transitioning-to-a-leadership-based-organization/",
            "first_party": null,
            "secondary": "https://www.grassfireind.com/management-vs-leadership/",
            "jala_section": "Board Insights"
        },
        {
            "id": "strategic-forecasting",
            "title": "Strategic Forecasting",
            "mechanism": "Interpreting trends and projecting future conditions from patterns, constraints, known forces, and likely trajectories, including second- and third-order consequences.",
            "type": "craft",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-art-and-science-of-strategic-forecasting/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "three-rule-method",
            "title": "The Three Rule Method",
            "mechanism": "Basic Logic, then Cause and Effect, then Occam's Razor, applied in strict sequence to decisions and predictions.",
            "type": "craft",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": "https://www.reasonedleadership.org/wp-content/uploads/2026/09/Three-Rule-Method.png",
            "secondary": null
        },
        {
            "id": "time-leadership",
            "title": "Time Leadership",
            "mechanism": "Prioritize by strategic significance (the Pareto Principle) through a significance calculation, paired with disciplined time-blocking.",
            "type": "craft",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": null,
            "secondary": null,
            "notes": "Reasoned Leadership 2.0, chapter 18."
        },
        {
            "id": "fusion-model",
            "title": "F.U.S.I.O.N. Model",
            "mechanism": "Team development through unity, contribution, structure, and clarity.",
            "type": "craft",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-f-u-s-i-o-n-model-for-effective-team-development/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "gf-proposal-model",
            "title": "GF Proposal Model",
            "mechanism": "Six steps for raising and resolving an issue: professional proposal development, clear issue description, detailed explanation, viable solutions, recommendation, and rationale with context.",
            "type": "craft",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/a-guide-to-effective-organizational-communication-and-problem-resolution/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "three-part-communication",
            "title": "Three-Part Communication Model",
            "mechanism": "State what must be done, why it matters, and what success looks like, so expectations align before work begins.",
            "type": "craft",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": null,
            "secondary": null
        },
        {
            "id": "failure-ring",
            "title": "Failure Ring Method",
            "mechanism": "Team members regularly present recent failures for group analysis of effort, obstacles, and lessons, which normalizes failure and reduces fear-based stagnation.",
            "type": "craft",
            "ssrn": "https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5841104",
            "jala": null,
            "first_party": null,
            "secondary": "https://www.grassfireind.com/robertson-cognitive-frameworks-glossary/",
            "notes": "Five-step protocol in Reasoned Leadership 2.0, chapter 16."
        },
        {
            "id": "multifaceted-communication",
            "title": "Multifaceted Leadership Communication",
            "mechanism": "Leadership communication as a coordinated set of functions that shape understanding, direction, cohesion, and execution.",
            "type": "narrative",
            "ssrn": null,
            "jala": null,
            "first_party": null,
            "secondary": "https://www.grassfireind.com/the-multifaceted-nature-of-leadership-communication/"
        },
        {
            "id": "three-types-of-vision",
            "title": "The Three Types of Vision",
            "mechanism": "Individual, Shared, and Dependent Vision. Dependent Vision is the one to avoid.",
            "type": "craft",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-three-types-of-vision/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "two-types-of-consistency",
            "title": "The Two Types of Consistency",
            "mechanism": "Type One is repetition of task. Type Two is agile pursuit of a goal, and it requires a Type One foundation.",
            "type": "craft",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-two-types-of-consistency/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "generous-tit-for-tat",
            "title": "Integrating Adam’s Equity Theory and SDT",
            "mechanism": "Integrating Adam’s Equity Theory and Self-Determination Theory in organizational contexts.",
            "type": "craft",
            "ssrn": null,
            "jala": null,
            "first_party": null,
            "secondary": "https://www.grassfireind.com/integrating-adams-equity-theory-and-self-determination-theory-in-organizational-contexts/"
        },
        {
            "id": "learned-helplessness",
            "title": "Learned Helplessness (Applied)",
            "mechanism": "When people repeatedly fail or feel trapped by flawed systems, they stop trying to improve outcomes. Linked to Epistemic Rigidity and development stagnation.",
            "type": "substrate",
            "ssrn": null,
            "jala": null,
            "first_party": null,
            "secondary": "https://www.grassfireind.com/understanding-the-truth-of-learned-helplessness/"
        },
        {
            "id": "pseudo-leadership-expert",
            "title": "The \"Pseudo-Leadership Expert\" Dilemma",
            "mechanism": "Leadership development delivered by practitioners whose confidence outruns their expertise. Formally distinct from the Novice Factor.",
            "type": "narrative",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-pseudo-leadership-expert-dilemma/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "tribalism-paradox",
            "title": "The Paradox of Tribalism",
            "mechanism": "Strong group bonds improve cohesion and performance, and the same cohesion amplifies bias and suppresses corrective feedback.",
            "type": "narrative",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-paradox-of-tribalism/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "resilient-strategic",
            "title": "Resilient and Strategic Leadership",
            "mechanism": "Resilience (withstanding pressure) and strategic leadership (interpreting and shaping future outcomes) must function together.",
            "type": "narrative",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/connecting-resilient-and-strategic-leadership/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "strategic-heart",
            "title": "The Strategic Heart of Leadership",
            "mechanism": "Leadership is fundamentally strategic: direction, vision, outcomes, and capability outweigh personality and inspirational rhetoric.",
            "type": "narrative",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-strategic-heart-of-leadership/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "leadership-vs-management",
            "title": "Leadership vs. Management",
            "mechanism": "Leadership is the strategic, vision-driven pursuit of outcomes. Management is the execution of tasks and maintenance of systems.",
            "type": "narrative",
            "ssrn": null,
            "jala": null,
            "first_party": null,
            "secondary": "https://www.grassfireind.com/management-vs-leadership/"
        },
        {
            "id": "avs-framework",
            "title": "The AVS Framework (Directed Attention)",
            "mechanism": "Awareness, vigilance, and suppression are adjacent but distinct cognitive states. Overcorrecting from directed attention into suppression triggers ironic rebound; Contrastive Inquiry is the generative alternative.",
            "type": "craft",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-avs-framework/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "reasoned-ai-leadership",
            "title": "Reasoned AI Leadership",
            "mechanism": "The disciplined integration of Reasoned Leadership principles into the design, oversight, and evolution of AI-augmented decision systems. AI systems readily inherit and scale human epistemic rigidity.",
            "type": "application_package",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/reasoned-ai-leadership/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "mechanistic-leadership-science",
            "title": "Mechanistic Leadership Science",
            "mechanism": "Leadership as a mechanistic, accuracy-based discipline with causal mechanisms and testable propositions, replacing narrative theories of traits and styles.",
            "type": "narrative",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-emergence-of-mechanistic-leadership-science/",
            "first_party": "https://www.reasonedleadership.org/an-open-letter-to-the-leadership-development-industry/",
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "ai-future-leadership-development",
            "title": "AI and the Future of Leadership Development",
            "mechanism": "Development approaches that work only at the behavioral surface are replicable by AI. Approaches that restructure emotional roots and drive neuroplastic adaptation remain durable.",
            "type": "narrative",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/artificial-intelligence-and-the-future-of-leadership-development/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "case-for-failure",
            "title": "The Case for Failure",
            "mechanism": "Failure is the most reliable ingredient of success: something to study, learn from, and leverage through repeated correction.",
            "type": "narrative",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/the-case-for-failure-in-leadership-and-success/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "past-to-future",
            "title": "Shifting Focus from the Past to the Future",
            "mechanism": "A driving metaphor (preparation, vision, pacing, and action) for moving teams from dwelling on the past to future-focused progress.",
            "type": "craft",
            "ssrn": null,
            "jala": "https://jala.nlainfo.org/shifting-focus-from-the-past-to-the-future/",
            "first_party": null,
            "secondary": null,
            "jala_section": "Board Insights"
        },
        {
            "id": "dissertation-2022",
            "title": "Leadership Development, Job Satisfaction, and Engagement (Dissertation)",
            "mechanism": "Kansas credit union employees in three groups (no professional leadership development, development within two years, development two or more years earlier) were compared on three Likert-type instruments using chi-square tests. All three showed statistically significant differences: development was associated with higher engagement, perceived potential for advancement, and perceived performance, and the perceptions held or improved two or more years after development.",
            "type": "evidence",
            "ssrn": null,
            "jala": null,
            "first_party": null,
            "secondary": "https://www.proquest.com/docview/2697162091",
            "notes": "Robertson, D. M. A Study of the Relationship between Leadership Development and Employee Job Satisfaction and Engagement. Doctoral dissertation, ProQuest 2697162091. The time-stratified chi-square design is the Chi Square Twist."
        }
    ],
    "verification": {
        "checked": "2026-09-26",
        "first_party": "all 200 on staging copy of the live site",
        "jala": "all 200 (two slugs corrected)",
        "grassfire": "all 200 (novice-factor slug corrected)",
        "ssrn": "IDs match the Canonical Reference and live-site links; 6029694 and 6009654 confirmed by owner; automated check blocked by SSRN bot protection",
        "expanded": "2026-09-26: 28 constructs added from the Canonical Reference and the GrassFire glossary; all JALA, GrassFire, DMR Publications, and first-party links returned 200.",
        "jala_sections": "JALA section recorded per article (Board Insights, Original Theory, Practical Application). The index labels each JALA link by its section."
    },
    "count": 50,
    "generated": "2026-09-26T15:50:22+00:00"
}