Professor Bernd Vogel
Professor in Leadership
Director of Henley Centre for Leadership

Specialisms
- Leadership and Leadership Development,
- Strategic Leadership for Healthy and Sustainable Organisational Energy,
- Repertoires of Leadership and Followership,
- Future of Work and Leadership and Global Societal Challenges,
- Leadership of Change, Transformation and Organisational culture
Location
Professor Bernd Vogel is a Professor in Leadership and Founding Director of Henley Centre for Leadership at Henley Business School.
Bernd has 20 years of global experience in research, educating, speaking, and consulting with companies, business schools and universities. He supports organisations and people in life-long learning journeys that transform lives, organisations, and society. He bridges academia with practice and is an executive coach.
Bernd has a Master's Degree in Business Administration and Economics and a PhD in Management from Leibniz University Hannover. He was Lecturer at University of St. Gallen, Switzerland, and Leibniz University and had Visiting positions at Claremont Graduate University, USA, IESE Business School, Spain, and Marshall School of Business, USC, USA.
Bernd’s expertise is in leadership and leadership development; future of work and leadership; strategic leadership to mobilise and sustain healthy energy and performance; developing leadership and followership capability; healthy and performing senior management teams; change, transformation and culture; leadership development architectures.
His books include 'Fully Charged: How Great Leaders Boost Their Organization's Energy and Ignite High Performance', Harvard Business Review Press, and 'Developing Leaders for Positive Organizing'. He is a leadership book series editor and publishes in top-tier journals or industry reports like 'Work 2028 - Trends, Dilemmas and Choices' with Deutsche Telekom.
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Professor Bernd VogelResponsible leadership
This module aims to: Develop the understanding and capability of individuals to pursue purposeful, meaningful, and responsible leadership of self, teams, organisations, and societyDevelop an understanding of the link between...
Mobilising and maintaining organisational Energe
This module aims to: Develop the understanding and capability to engage in leadership that is mobilising and maintaining energy in teams, units, and organisationsHelp programme members discover what organisational energy...
Leadership of complexity and change
This module aims to: Develop the capability of individuals to plan, manage and reflect on their individual leadership development in relation to complexity and change.Develop an awareness of a range...
Leadership concepts
This module is specifically aimed at developing your apprentices leadership skills regarding leadership concept and understanding leadership for individuals, teams and organisations.It is delivered by a combination of face-to-face workshops...
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Ahmadi, A. and 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. and 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. and 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. and 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. and Raes, A. M. L. (2012). A strategic transformational leadership model of energy mobilisation and maintenance for performance. Paper accepted for the Academy of Management Meeting, Boston, MA.
Kurtz, K., Krummaker, S., and 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., and 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. and 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., and 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., and Vogel, B. (2009) High Performance Work Systems and Firm Performance: The Mediating Role of Organisational Energy. Paper presented at the Academy of Management Meeting, Chicago, IL.
Bruch, H., Vogel, B. and Raes, A. M. L. (2009) Productive organizational energy as a mediator between strategic leadership and performance. Paper presented at the Academy of Management Meeting, Chicago, IL.
Krummaker, S., Vogel, B., and 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., and 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 Organisational Scholarship, Ann Arbor, MI.
Specialisms
- Leadership and Leadership Development
- Strategic Leadership for Healthy and Sustainable Organisational Energy
- Repertoires of Leadership and Followership
- Future of Work and Leadership and Global Societal Challenges
- Leadership of Change, Transformation and Organisational culture
Location
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