Self-leadership and Creativity Differences in Line and Supervisory Defense Acquisition Employees

Abstract

This study investigated the relationships between self-leadership and creativity in the context of a defense acquisition organization. More specifically, this study examined differences in self-leadership, creativity and perceived organizational support for creativity between line and supervisory defense acquisition employees. Our analyses suggested that self-leadership was significantly related to creative potential and practiced creativity for both line and supervisory employees, although there were no significant differences in overall levels of self-leadership between the two groups. In addition, we found significant differences in creative potential, practiced creativity, gap scores and perceptions of organizational support for creativity. Specifically, line employees reported significantly lower levels of creative potential, practiced creativity and perceptions of organizational support for creativity along with higher gap scores in comparison to supervisors.