Professor Bernd Vogel
Professor in Leadership
Director of Henley Centre for Leadership
Specialisms
- Organisational Energy,
- Leadership,
- Followership,
- Organisational Behaviour,
- Network Action
Location
Professor Bernd Vogel is a Professor in Leadership and Director of Henley Centre for Leadership at Henley Business School.
Bernd's research focuses on leadership to mobilise and maintain an organisation's energy, leadership, co-creating leadership, followership, change, managing emotions, engaging leadership, CEO decision making and identity and organisational change.
He co-authored the book 'Fully Charged: How Great Leaders Boost Their Organisations' Energy and Ignite High Performance', published by Harvard Business Review Press. Bernd Vogel also co-authored 'Organisationale Energie', published in the second edition. The edited book 'Leadership - Best Practices und Trends' is published in the second edition. Bernd has published in international top-tier journals and developed several case studies.
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 teaches, consults and speaks internationally for various institutions and companies, tailoring programmes for clients such as FLSmidths, Guinness Partnership, Allianz, RBS Insurance and Deutsche Telekom. 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.
Responsible 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...
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. & 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
- Organisational Energy
- Leadership
- Followership
- Organisational Behaviour
- Network Action