Darryl is acting as a 'specialist' change agent. This type of agent is selected for their deep subject matter expertise and credibility within a specific area. They are typically internal employees tasked with leading focused, often incremental, changes. Their success relies on their ability to influence colleagues and gain buy-in through their recognised knowledge and reputation, rather than formal authority alone. The scenario explicitly highlights Darryl's "expertise in the subject matter" and the company's reliance on his "credibility" to ensure staff "embrace the proposed changes," which are characteristic of the specialist role.

A. transformer: A transformer is a change agent, typically a senior leader, who drives large-scale, strategic, and cultural shifts, which is inconsistent with the incremental change described.

C. enforcer: An enforcer uses hierarchical power and authority to implement change, often in a top-down manner. Darryl is relying on credibility and expertise, not enforcement.

D. independent: An independent change agent is an external consultant brought in for objectivity. Darryl is an internal Project Manager at the company, not an external party.

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1. Buchanan, D., & Boddy, D. (1992). The Expertise of the Change Agent: Public Performance and Backstage Activity. Prentice Hall. This foundational text explores the role of change agents, emphasizing that their effectiveness is often derived from specific expertise (a specialist function) and the political skills to build credibility and support for change initiatives. The concept of a specialist aligns with their description of an agent whose influence stems from knowledge rather than just formal position.

2. Caldwell, R. (2003). Models of Change Agency: a Fourfold Classification. British Journal of Management, 14(2), pp. 131-142. Caldwell’s research classifies change agents and distinguishes between internal and external roles, as well as leadership styles. The specialist role fits within the internal agent category, whose influence is based on expert power rather than the coercive power of an 'enforcer' or the broad strategic vision of a 'transformer' (often termed a change leader). (See pp. 134-136 for typologies). DOI: https://doi.org/10.1111/1467-8551.00270

3. Senior, B., & Swailes, S. (2016). Organizational Change. 5th ed. Pearson Education. Chapter 9, "The Role of the Change Agent," discusses various types of change agents. It differentiates internal agents, like Darryl, from external (independent) agents. It also contrasts change management styles, where a specialist would use a collaborative or consultative approach based on their expertise, as opposed to a directive or coercive style associated with an enforcer.