Framework analysis demonstrates that organizational systems dictate leadership development retention, suggesting interventions must target structural conditions alongside individual leaders.
A framework paper on leadership architecture: the conditions around a leader that decide whether development holds. Most leadership development treats the leader as the unit of intervention; the transfer-of-learning record shows the surrounding system does most of the work. The paper names four structural pulls (role suction, decision rights, everyday friction, rewards) plus an authorization gate, and lays out how the work runs in practice: read the system, intervene on leader and conditions at once, make the change hold. Published by Bricolas.
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John Weng (2026) studied this question.
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