I read the dishonest employee story and, candidly, I did not find it to be an example of good leadership.
You are recounting an argument that you are proud to have won, and where you are proud to have put a subordinate in his place. In your eyes, this is an example of good leadership because you did it in a way that was merely firm rather than, say, abusive.
You achieved behavioral compliance, which is definitely better than nothing, but genuinely good leadership in that situation would have involved more two-way communication, empathy and active listening to build a mutual understanding.
By the end of the article, I'm left with no understanding of what Jerry's motives were or why he behaved and communicated the way he did. You didn't seem to be interested in engaging him more deeply to find out. Instead, you seem exclusively focused on achieving your "I'm right, you're wrong" moment.
At points, you offer uncharitable speculation:
> Maybe he was feeling lazy or maybe he was trying to defend the code he'd written in the past.
Which to me raise more questions. Why is he feeling lazy? Why is he feeling defensive? These are certainly not things that people regularly experience in workplaces where they feel respected.
I did not feel your attitude in the situation, or recounting of it, was respectful to Jerry at all. At best, this interaction feels like a behavioral "quick fix" that falls short of identifying and fixing the underlying issues and risks long term resentment and disengagement.