Defense ARJ - Defense Acquisition University

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<strong>Defense</strong> <strong>Acquisition</strong> Review Journal creative potential and practiced creativity that represents untapped creative resources. Our results also suggest that this gap is much more pronounced among line employees and that line employees generally perceive less organizational support for using their creative resources than supervisors. To address this situation, an organizational intervention designed to increase self-leadership capabilities at all levels and to increase perceptions of organization support for creative practices among line employees in defense acquisition would be well advised. More specifically, a structured self-leadership training program similar to those reported elsewhere in the literature (e.g., Neck & Manz, 1996; Stewart, Carson, & Cardy, 1996) could be conducted for defense acquisition employees. Such a training program could have the dual effect of increasing self-leading behaviors and thus creative potential while also strongly signaling organizational support for creative behaviors. Although our findings suggest exciting avenues toward increasing self-leadership and unleashing creative resources at all organizational levels, our study is bound by certain limitations. First, the present sample was relatively homogeneous, consisting entirely of members of the ACA. As we have suggested, such a sample is especially appropriate for creativity research because the DoD has taken a keen interest in tapping all creative resources available in order to sustain a competitive advantage. However, whether the results reported here would generalize to other samples of interest remains uncertain. Second, all items were self-reported and collected using a single survey at a single point in time, thus raising concerns regarding measurement issues such as response set and social desirability biases. Given this potential problem, our findings should be viewed with some degree of caution. On the other hand, despite such inherent limitations, the use of self-reported items collected in a single administration is common practice in many aspects of social science research. Finally, it is impossible to determine, based on these data and statistical techniques alone, the direction of causality for the observed relationships. Direction of causality must be inferred by underlying theory. Although we have advanced empirical and theoretical arguments supporting the possible direction of causality for the various relationships reported here, these arguments cannot be unequivocally substantiated on the sole basis of statistical test results. Future research should continue to examine the relationships between self-leadership, creative potential, practiced creativity, organizational level and organizational support for creativity. Specifically, future research should more closely examine the 106 Employees who feel that the organization supports their creative efforts will be much more likely to practice creative behaviors.
Does orGaniZational leVel influence self-leaDersHiP role of organizational support as a moderator of the relationship between creative potential and practiced creativity and as a key mechanism for reducing the gap between these concepts in organizations. In addition, perceptions of support for creativity might be further subdivided from the organizational level to the work group and supervisory levels in order to provide additional insights (DiLiello & Houghton, An acquisition workforce of creative self-leaders could synergistically assist the organization in maximizing the leveraging of all organizational resources. 2006). Similarly, future research could continue to examine the differences between line- and supervisory-level employees in terms of creativity and perceptions of support for creative practices, with an eye toward identifying ways to increase creativity at all organizational levels. In closing, our findings and suggestions have significant practical application in the context of transformational efforts across the DoD in support of warfighter readiness. An acquisition workforce of creative self-leaders could synergistically assist the organization in maximizing the leveraging of all organizational resources. 107
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