Abstract
This master thesis focuses on exploring whether perceiving and leading employees as highly specialised creative individuals in organisational change, would make any positive impact as to the relative success of an organisational change process. John Kotter’s Eight Steps theory in organisational change and Helle Hedegaard Hein´s theory of leading highly specialised creative employees through motivational specific factors, are put together in order to address the two questions; May a certain leadership conduct in a department of the armed forces, support the motivation of highly specialised employees in organisational change? May such leadership conduct promote employees’ preparedness in changes? Through case interviews, the paper examines the answers given by the office manager and two employees in a department at Danish Defence Acquisition and Logistics Organisation. The analysis do not prove that a certain leadership conduct support the motivation of highly specialised employees in organisational change, however, it points towards that leadership in change management generally focusing on profession, appears to enhance the motivation of highly specialised employees. Further, the analysis concludes that the persons interviewed prefer keeping the profession in focus of an organisational change process. Through the analysis it is assumed likely, but not proven, that keeping leadership focus on profession in general will enhance the preparedness of highly specialised employees in organisational change, under such premises that the strategic argument for the change process is clearly visible throughout the process.