Dr Bernd Vogel

Associate Professor of Leadership and Organisational Behaviour

Dr Bernd Vogel's Photograph

Dr Bernd Vogel

Director Henley Centre for Engaging Leadership
Leadership, Organisations and Behaviour
By area: Organisational energy, Leadership, Co-Creation of leadership, Followership, Emotions in organisations, Organisational behaviour, Change leadership, Network action
By industry: Manufacturing, Retail, Cross-industry work
Blog: http://blog.berndvogel.org/
Greenlands campus
bernd.vogel@henley.ac.uk
+44 (0) 1491 414548
View publications

Biography

Dr Bernd Vogel is an Associate Professor of Leadership, Organisations and Behaviour and Director Henley Centre for Engaging Leadership at Henley Business School, United Kingdom. Earlier roles include Lecturer at the Institute for Leadership and Human Resource Management (IFPM), University of St. Gallen, Switzerland, Project Leader in the Organisational Energy Program (OEP), and Visiting Scholar at University of Southern California's Marshall School of Business. He received his PhD in Management from the Leibniz University of Hannover, Germany. Bernd's research focuses on Leadership to mobilise and maintain an organisations energy, leadership, co-creating leadership, followership, change, and managing emotions. He is co-author of the book "Fully Charged: How Great Leaders Boost Their Organizations' Energy and Ignite High Performance" published by Harvard Business Review Press. Bernd Vogel also co-authored the book "Organisationale Energie", published in the second edition.  The edited book "Leadership - Best Practices und Trends" is published in the second edition. Bernd Vogel has published in international top-tier journals and developed several case studies.

Bernd teaches, consults and speaks internationally.  He helps organisations with his expertise in leadership for creating and sustaining organisational energy, energising management teams, developing inspiring and purposeful leadership and fellowship, and leading change.

His research focuses on new forms, practices, and sources of engaging leadership, mobilizing and maintaining energy in organisations and senior management teams, creating leadership and followership capacity, co-creating leadership, leadership and followership climate, CEO decision making and identity, and organizational change.

 

Bernd is engaged in various Executive Education open enrolment and tailored programmes. He is teaching the Leadership and Change module in the MBA Programme and is involved in the new programme the Henley MA Leadership.

He is Module Convenor for "Leadership Theory and Practice" in Postgraduate Masters Programmes.

Papers:

Krummaker, S., & Vogel, B. (2013).  An in-depth view of the facets, antecedents and effects of leaders' change competency: lessons from a case study. Journal of Applied Behavioral Science. 49 (3), 279-307. doi: 10.1177/0021886312469442

Cole, M. S., Bruch, H., & Vogel, B. (2012). Energy at work: A measurement validation and linkage to unit effectiveness. Journal of Organizational Behavior 33 (4), 445-467.

Cole, M. S., Bedeian, A. G., Hirschfeld, R. R., & Vogel, B. (2011). Dispersion-composition models in multilevel research: A data-analytic framework. Organizational Research Methods. 14 (4), 718-734.

Menges, J., Walter, F. H., Vogel, B., & Bruch, H. (2011). Transformational leadership climate: performance linkages, mechanisms, and boundary conditions at the organizational level. The Leadership Quarterly. 22 (5), 893-909.

Bruch, H., & Vogel, B. (2008). Die Philosophie der "Nummer 1". Harvard Business Manager. 30 (6), 32-42.

Cole, M. S., Bruch, H., & Vogel, B. (2006). Emotion as mediators of the relations between perceived supervisor support and psychological hardiness on employee cynicism. Journal of Organizational Behavior, 27 (4), 463-484.

Vogel, B. (2005). Linking for change: Network action as collective, focused and energetic behaviour. Long Range Planning, 38 (6), 531-553.

Vogel, B. & Bruch, H. (2011). Refocus your organisation's corrosive energy. Talent Engagement Review, 2 (1), 33-35.

Bruch, H., & Vogel, B. (2011). Strategies for creating and sustaining organizational energy. Employment Relations Today, 38 (2), 51-61.

Bruch, H., & Vogel, B. (in press). Fully charged: How HR professionals help boost and sustain their organization's energy. Talent Management.

Books:

Bruch, H. & Vogel, B. (2011) Fully charged: How great leaders boost their organization's energy and ignite high performance. Boston: Harvard Business Review Press.

Bruch, H., & Vogel, B. (2009) Organisationale Energie - Wie Sie das Potenzial Ihres Unternehmens ausschöpfen. 2nd edition, Wiesbaden: Gabler.

Vogel, B. (2003) Netzwerkhandeln in Veränderungsprozessen. Konstruktdefinition, Modellentwicklung und empirische Überprüfung. Wiesbaden: Gabler.

Bruch, H., Krummaker, S., & Vogel, B. (2012) Leadership - Best Practices und Trends. 2nd Edition, Wiesbaden: Gabler.

Steinle, C., Eggers, B., Thiem, H. & Vogel, B. (2000) Vitalisierung - Das Management der neuen Lebendigkeit. Frankfurt: FAZ-Verlag.

Walter, F., Vogel, B., & Menges J. (2013). A theoretical examination of mixed group mood: The construct and its performance consequences. In Zerbe, W. J., Ashkanasy, N. M., & Härtel, C. E. J. (eds.) Research on Emotion in Organizations: Individual sources, dynamics, and expressions of emotion, Vol. 9 (pp.119-151). Bingley: Emerald Group.Rach, C., Krummaker, S. & Vogel, B. (2012). Vom Führungsvakuum zum Führungserfolg: Erkenntnisse und Führungsprinzipien eines Spitzenkochs, Restaurantbesitzers und Restauranttesters. In Bruch, H., Krummaker, S., & Vogel, B. (Eds.): Leadership – Best Practices und Trends, 2nd edition (pp. 115-128), Wiesbaden: Gabler.

Vogel, B. & Bruch, H (2011) Organizational energy. In Cameron, K & Spreitzer, G. (Eds.), The Oxford Handbook of Positive Organizational Scholarship (pp. 691-702). Oxford: Oxford University Press.

Krummaker, S. & Vogel, B. (2011) Fokus Followership: Führungsbeziehungen als quasi gleichberechtigter Interaktionsprozess zwischen Führungskräften und Geführten. In B. Eggers, B., F. Ahlers & T. Eichenberg, T. (Eds.), Integrierte Unternehmungsführung (pp. 151-160), Wiesbaden: Gabler.

Bruch, H., & Vogel, B. (2010) PEM - Produktice Energy Measure. In Sarges, W. & Wottawa, H. (Eds.). Handbuch wirtschaftspsychologischer Testverfahren, Band II: Organisationspsychologische Instrumente (pp. 259-263), Lengerich: Pabst.

Bruch, H., & Vogel, B. (2009) Organisationale Energie. In Scholz, C. (Ed.), Vahlens großes Personallexikon (pp. 809-8112), München: Vahlen.

Vogel, B., & Bruch, H. (2009) Emotionsmanagement. In Scholz, C. (Ed.), Vahlens großes Personallexikon (pp. 286-288), München: Vahlen.

Vogel, B. (2009) Netzwerkhandeln. In Scholz, C. (Ed.), Vahlens großes Personallexikon (pp. 779-782), München: Vahlen.

Bruch, H., & Vogel, B. (2007) Führungskompetenz für Supply Chain Manager. In Rudolph, T., Drenth, R., & Meise, J. N. (Eds.), Kompetenzen für Supply Chain Manager (pp. 161-169), Berlin und Heidelberg: Springer.

Bruch, H., & Vogel, B. (2007) Kommunikation und Konfliktmanagement als spezifische Interaktionstechniken des Controlling. In Steinle, C. & Daum, A. (Eds.), Controlling. Kompendium für Ausbildung und Praxis (4th Ed.) (pp. 242-265), Stuttgart: Schäffer-Poeschel.

Bruch, H., Vogel, B., & Drack, S. (2007) Organisationale Energie als HR Aufgabe - Rollen des Human Ressource Managements im Umgang mit der Energie von Unternehmen. In Harbig, A. J., Klug, T., & Broecker, M. (Eds..), Führung neu verorten. Perspektiven für Unternehmenslenker im 21. Jahrhundert (pp. 137-162), Wiesbaden: Gabler.

Bruch, H., & Vogel, B. (2006) Organisationale Energie: Wie Führungskräfte das Potenzial ihres Unternehmens ausschöpfen können. In Bruch, H., Krummaker, S., & Vogel, B. (Eds.): Leadership - Best Practices und Trends (pp. 181-191), Wiesbaden: Gabler.

Bruch, H., Vogel, B., & Krummaker, S. (2006) Leadership - Best Practices und Trends. In Bruch, H., Krummaker, S., & Vogel, B. (Eds.): Leadership - Best Practices und Trends (pp. 3-9), Wiesbaden: Gabler.

Bruch, H., Vogel, B., & Krummaker, S. (2006) Leadership - Trends in Praxis und Forschung. In Bruch, H., Krummaker, S., & Vogel, B. (Eds.): Leadership - Best Practices und Trends (pp. 301-308), Wiesbaden: Gabler.

Vogel, B. (2006) Emotionsorientierte Führung von Teams. In Bruch, H., Krummaker, S., & Vogel, B. (Eds.): Leadership - Best Practices und Trends (pp. 167-178), Wiesbaden: Gabler.

Bruch, H., & Vogel, B. (2003) Organisationale Energie - Konstrukt und Ansätze für das Management. In PSP Index 2003 - Portraits Schweizer Personaldienstleistungsunternehmen, 5: 22-29.

Bruch, H., & Vogel, B. (2003) Kommunikation und Konfliktmanagement als spezifische Interaktionstechniken des Controlling. In Steinle, C. & Bruch, H. (Eds.), Controlling. Kompendium für Ausbildung und Praxis (3rd Ed.) (pp. 700-724), Stuttgart: Schäffer-Poeschel.

Vogel, B., & Bruch, H. (2001) Projektkompetenz durch Wissensmanagement: Wege der systematischen Nutzung von Innovationserfahrungen. In Steinle, C., Bruch, H., & Lawa, D. (Eds.), Projektmanagement. Instrument moderner Dienstleistung (3rd Ed.) (pp. 251-268), Frankfurt: FAZ-Verlag.

Steinle, C., Eickhoff, M., & Vogel, B. (2000) Vitalisierung von Unternehmen durch organisationales Lernen in Projekten - Konzept, Praxisfall und Empfehlungen. In Steinle, C., Eggers, B., Thiem, H., & Vogel, B. (Eds.), Vitalisierung - Das Management der neuen Lebendigkeit (pp. 277-293), Frankfurt: FAZ-Verlag.

Bruch, H., & Vogel, B. (2009) Deutsche Lufthansa AG 2009 - Strategic Leadership in a Cost-Driven Industry. Case study at the University of St. Gallen, Switzerland.

Bruch, H., & Vogel, B. (2004) Alstom Power Service 2005 - Building a service identity. Case study at the University of St. Gallen, Switzerland.

Bruch, H., & Vogel, B. (2001) Continental 2001. Liberating entrepreneurial energy. Case study at the University of St. Gallen, Switzerland (winning case at the EFMD European Case Writing Competition 2002). Printed in: de Wit, B. & Meyer, R. (Eds.), Strategy. Process, Content, Context an international perspective (3rd Ed.) (738-754). Hampshire: Thomson, UK.

Conference:

Ahmadi, A. & Vogel, B., (2012). The gap between knowing leadership and engaging in leadership: leader, follower and organisational building blocks. Paper accepted for the 4th Annual Developing Leadership Capacity Conference, Exeter.

Bradley-Cole, K. & Vogel, B., (2012). Exploring managers' experience and understanding of authentic leader-leader relationships. Paper accepted for the Institute of Work Psychology. International Conference 2012, Sheffield.

Kenda, R., Vogel, B. & Hillenbrand, C. (2012). The role of project managers' leadership for performance in virtual project teams. Paper accepted for the British Academy of Management Meeting, Cardiff.

Varney, S. & Vogel, B. (2012). Challenges for change leaders: making sense of emerging patterns during organisational change. Paper accepted for the European Conference on Complex Systems, Brussels.

Vogel, B. & Raes, A. M. L. (2012). A strategic transformational leadership model of energy mobilization and maintenance for performance. Paper accepted for the Academy of Management Meeting, Boston, MA.

Kurtz, K., Krummaker, S, & Vogel, B. (2011) Subordinate managers' motivation to build high-quality relationships with their superiors. Paper presented at the Academy of Management Meeting, San Antonio, TX.

Krummaker, S, & Vogel, B. (2010) Leader-follower co-production of transformational leadership: Nature of the mutual transformation process, followers' contribution, and boundary conditions. Paper presented at the Academy of Management Meeting, Montreal, Canada.

Dennerlein, T. & Vogel, B. (2010) Followership at the team level - possible antecedents and consequences. Paper to be presented at the British Academy of Management Meeting, Sheffield.

Krummaker, S, & Vogel, B. (2010) Leader-follower co-production of transformational leadership: Nature of the mutual transformation process, followers' contribution, and boundary conditions. Paper presented at the Academy of Management Meeting, Montreal, Canada.

Bruch, H., Menges, J., Cole. M. S., & Vogel, B. (2009) High Performance Work Systems and Firm Performance: The Mediating Role of Organizational Energy. Paper presented at the Academy of Management Meeting, Chicago, IL.

Bruch, H., Vogel, B. & Raes, A. M. L. (2009) Productive organizational energy as a mediator between strategic leadership nd performance. Paper presented at the Academy of Management Meeting, Chicago, IL.

Krummaker, S, Vogel, B., & Kunze, F. (2009) Impact of team energy and leader empowerment on transformational leadership: A follower perspective. Paper presented at the Academy of Management Meeting, Chicago, IL.

Krummaker, S, Vogel, B., Bruch, H., & Kunze, F. (2008) Followers influence of on supervisors' leadership behavior. Team energy and leaders empowerment as antecedents of transformational leadership. Paper presented at the Fourth bi-annual conference on Positive Organizational Scholarship, Ann Arbor, MI.

Research supervision:

Amal Ahmadi. Working title "The gap between knowing leadership and engaging in leadership: leader, follower and organisational building blocks"

This research is one of the first to explore the knowing-doing gap within the leadership domain. It seeks to understand the gap between knowing leadership and engaging in leadership, factors that widen or bridge the divide, and outcomes of preventing it for leadership development and leadership effectiveness. A qualitative research strategy is aimed at understanding the knowing-doing gap at the individual leader level, whilst recognising contextual factors that can influence this gap.

Gregg Bott: Working title "How can Client Partners in Professional Service Firms secure the commitment of peers to develop key client relationships?"

Kim Bradley-Cole. Working title "Exploring managers experience and understanding of authentic leader-leader relationships"

Authentic leadership is proposed as an extension or enabler of transformational leadership, yet its theoretical dimensions lack conceptual consensus and empirical validation. I root my research in the context of the work relationship and take a personal constructivist approach to understand the experiential value of authentic leadership from the perspective of the subordinate leader, how it impacts on their own leadership identity and the contribution of authentic leader behaviours to the creation and experience of high-quality proximal work relationships.

Obinna Chimezie Ikwuegbu. Working title: “Organisational energy as mediator in the relationship between aesthetic leadership and creativity”  The link between aesthetic leadership and creativity has been hitherto explored using individual level variables; the construct of organisational energy, by being a multilevel summation of intervening variables, is posited to serve as mechanism of transfer, and as realm for optimality, allowing for an up to date assessment of the role of aesthetic leadership for creativity.

Renata Kenda. Working title "The role of project managers' leadership for performance in virtual projects"

Virtual project teams are increasingly important in business. However, the leadership function in virtual project teams has not been researched sufficiently. Her research looks at leadership in virtual project teams, especially how does leadership influence virtual projects' performance. She considers different mediators such as productive team energy. Besides she focuses on virtual project performance where she plans to investigate people-oriented outcomes in addition to traditional performance indicators.

Lebene Richmond Soga. Working title: “The role of Web 2.0 technologies in organisational leadership: An actor-network and practice theory perspective.”

Do technologies make an impact on organisations? We may agree or disagree depending on one's philosophical worldview. In this research I examine how Web 2.0 technologies (like social media) play their role in organisational leadership. While avoiding a classification of this research as a technologically deterministic view of what technologies (will) do to leadership in organisations, I adopt a qualitative research strategy to delve into the world of both leaders and followers to examine the social consequences of this phenomenon. Questions about how the technology mediates the relationship between leaders and followers within the organisation are key to the investigation as well as the implications for leadership today. 

 

Bernd teaches, consults and speaks internationally for various institutions and companies. He helps organisations with his expertise in leadership for creating and sustaining organisational energy, energising management teams, developing inspiring and purposeful leadership and followership, and leading change.

He has been involved in various tailored programmes for corporate clients such as FLSmidths, Guinness Partnership, Allianz, RBS Insurance, or Deutsche Telekom at Henley Business School.