Do you believe that leading Signal/comms servicemembers requires a different approach from leading other servicemembers? Why, or why not?

Yes, you need to set the expectations that they must be great soldiers and have great technology expertise. There is no room for an OR condition.
I am in Al Asad installing a network right now. I must be a soldier and technical expert or as an officer know enough to lead technical expertise.

Yes.
1) People that join the signal corps tend to be intelligent because there are minimum GT score requirements (already have college credit or degrees, quick book learners, use the Army to earn technical certifications, etc). Intelligent people tend to need to know the "why" behind executing orders, more often than others. They also tend to need more coaxing to stay in the military, because they can easily work elsewhere (government or civilian) and make more money. The signal corps needs inspirational leaders to provide Soldiers with the "why"s.
2) Technology changes so quickly. Leaders have to continually self-develop and self-educate to know their job and do it well. Soldiers expect leaders to have at least some technical competency.
3) Staff jobs are sometimes thankless jobs... Especially as an S6! Signaleers are often taken for granted when everything in the office or the TOC works right. But no comms equals a serious threat to survivability on the battlefield. Signal leaders must be able to articulate their importance and their need for resources through the best or worst times.
Why do I know these things? I live them. Pro Patria Vigilans!

It shouldn't but for many Leaders, it does. Why? Many Signaleers at some point make a conscious or unconscious decision to become a specialist in one or few fields or generalists. Put any number of Signaleers of any rank or MOS and everyone knows a deal of information that no one else does - especially true of 25Us. When Senior stripes or brass "directed" instead of seeking my input on situations or TTPs that affected my lane and how others would view me as a SME, I had a problem and a decision to make - speak up, do as told, and/or do what I think is best. IT advances and therefore policies change. You're not going to know it all. But if you enable competent Signaleers and take note of their strengths and weaknesses, your job as a Leader and decision maker gets a bit easier. Many Leaders, especially NCOs, forget why the NCO Creed states "STRIVE to remain technically and tactically proficient." My leadership style says everyone deserves to be heard as long as it comes with tact and respect. Slave driving subordinate Signaleers many times mean you're not doing your part by utilizing and communicating with your SMEs. That can directly affect your leadership ability and respect received from these SMEs. There's more than one way to give someone the F U.