Approach to change indicates the management can have different perceptions of employees and their roles in the change process. Higgs and Rowland determined two sets of approaches to change noting that process is influenced by whether it follows the directive and Self-assembly approach or assumes the master and emergent approach. For approach to change based on directive and self-assembly, the approaches focus on changing the people while master and emergent approach is about doing change with people. However, doing change with people is perceived as having significant impact on organisational success and can be more effective when changes are to undertaken within a short time.
Although a number of writers have stressed the importance of leadership affecting change through directive and self-assembly approach, the participative nature of working with people makes it the best for positive outcome. Change process that seeks to tap into diverse capabilities of the workers improves the quality of desired results as every employee contributes to the outcome. Emergent approach to change is perceived as being the most successful as it allows employees working as team or individuals to operate with less confinement due to minimal application of rules with a loose set of directions for implementation process (Aitken and Higgs 2011).
Although possession of skills is important for leaders to perform their duties, leadership does not rely entirely on senior manager having technical skills for performing certain tasks. According to the study by Katz (cited in Bowerman and Van Wart 2011), high-ranking officials in an organisation require minimal technical skills to perform their duties; however, conceptual skills were necessary for the senior officials to lead others effectively to success.
For employees in the lower position having technical skills is more valued than possession of conceptual skills although employees in all organisational positions must always have human skills.
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