This research seeks to empirically support the premise that pro-entrepreneurial architectures (PEA) – i.e., management support, work discretion, rewards, time availability for innovative activities and ease of development of cross-functional teams (Hornsby, Kuratko, Shepherd, & Bott, 2009) – in conjunction with relational influences – i.e. leader-member exchange (LMX) relationships (Liden & Maslyn, 1998), impact innovative behaviors. Further, creative self-efficacy (CSE) (Tierney & Farmer, 2004) is postulated to have a mediating effect on the relationship between PEA and LMX on innovative behaviors; the latter defined as percentage of time spent innovating inside and outside normal working hours. Framed pragmatically, our central argument is that CE is an intentional activity individuals are increasingly likely to choose if they believe they possess the personal creative ability and the support of an organizational environment that enables the experimentation needed to bring creative and innovative ideas to market.