DiLiello (2006) concentrated on the concept "that a working environment that
encourages the workforce to generate unique ideas for problem resolution and process
improvements can enhance an organization's innovation" (p. 1). The research supported
findings that individuals practicing self-leadership principles were more likely to be more
innovative and creative than were individuals weak in self-leadership practices, findings
that "support the theoretical proposition that self-leadership and innovation/creativity are
related" (p. 1). DiLiello received a 37% response rate and confirmed the hypothesis that
"employees who self-report high levels of innovation and creativity potential are more
likely to perceive opportunities to practice innovation and creativity than employees who
self-report low levels of innovation and creativity potential" (p. 117). Before DiLiello's
work came out, researchers such as Manz and Sims (2001) had suggested a possible
relationship between self-leadership and creativity. DiLiello's (2006) research confirmed
this correlation.