Skip to main content

Professor Bernd Vogel

Professor in Leadership

Research Division Lead, Leadership, Organisations, Behaviour and Reputation
Founding Director of Henley Centre for Leadership
Founding Director of Henley Centre for Leadership Africa

Bernd Vogel Updated Photo

Specialisms

  • Leadership and Leadership Development, 
  • Healthy Organisational Energy, 
  • Future of Work and Leadership and Global Societal Challenges, 
  • Leadership and Followership Repertoire, 
  • Change, Transformation and Culture

Location

Engine House building room 513, Greenlands campus

Professor Bernd Vogel is a Professor in Leadership at Henley Business School. He is also Research Division Lead in Leadership, Organisations, Behaviour and Reputation, Founding Director of Henley Centre for Leadership and Henley Centre for Leadership Africa and an executive coach.

Having worked for over 20 years with global companies, business schools and universities, he bridges academia and practice to guide people and organisations in leadership learning journeys.

He is an expert in strategic leadership for healthy organisational energy and performance, the future of work and leadership, positive leadership, organisational leadership capability, senior management teams, followership, change and culture, multidirectional leadership for transformation and leadership development. He publishes in top-tier journals, is a regular media contributor and has authored and edited several books, such as Fully Charged: How Great Leaders Boost Their Organization's Energy and Ignite High Performance, published by Harvard Business Review Press.

He previously worked at the University of St. Gallen, Switzerland, is a Visiting Professor at the University of Johannesburg, South Africa, and has an Honorary Chair Professorship at Woxsen University, India. His past visiting positions were at Claremont Graduate University, USA, Instituto de Estudios Superiores de la Empresa Business School, Spain, and the University of Southern California, USA. He earned a Masters in Business Administration and Economics and a PhD in Management from Leibniz University Hannover, Germany.

He seeks doctoral students interested in leadership sustainability and climate change, organisational leadership capability, sustaining leadership energy, senior management teams and leadership development.

Reference: Vogel, B. (2025) Utilizing a balancing approach to positive leadership development theory and practice – a future research agenda. In: Lee, Y.-T. and Raes, A. (eds.) A Research Agenda for Positive Leadership and Dynamic Balancing. Edward Elgar Publishing, London, pp. 61-80. ISBN 9781802208108
Henley faculty authors:
Professor Bernd Vogel
Reference: Kukreja, P., Pandey, J. and Vogel, B. (2025) Reviewing the romance of leadership literature: a trivializing, underdeveloped love affair? European Management Journal. ISSN 1873-5681 doi: 10.1016/j.emj.2025.04.010 (In Press)
Henley faculty authors:
Professor Bernd Vogel
Reference: AlReshaid, F., Park, M. P., Vogel, B. , Graça, A. and Ikwuegbu, O. (2025) Collaborative leadership dynamics: joint evolution of chair and CEO roles. Journal of Strategy and Management, 18 (4). pp. 793-820. ISSN 1755-425X doi: 10.1108/JSMA-04-2025-0125 (In Press)
Henley faculty authors:
Professor Bernd Vogel - Dr Ana Graça
Reference: Ahmadi, A. and Vogel, B. (2023) Knowing, but not enacting leadership: navigating the leadership knowing-doing gap in leveraging leadership development. Academy of Management Learning & Education, 22 (3). pp. 507-530. ISSN 1537-260X doi: 10.5465/amle.2020.0534
Henley faculty authors:
Professor Bernd Vogel
Reference: Vogel, B. , Raes, A. M. L. and Bruch, H. (2022) Mapping and managing productive organizational energy over time: the energy pattern explorer tool. Long Range Planning, 55 (6). 102213. ISSN 0024-6301 doi: 10.1016/j.lrp.2022.102213
Henley faculty authors:
Professor Bernd Vogel
Reference: Vogel, B. , Reichard, R. J., Batistič, S. and Černe, M. (2021) A bibliometric review of the leadership development field: how we got here, where we are, and where we are headed. The Leadership Quarterly, 32 (5). 101381. ISSN 1048-9843 doi: 10.1016/j.leaqua.2020.101381
Henley faculty authors:
Professor Bernd Vogel
Reference: Ikwuegbu, O., Bolade-Ogunfodun, O. , Yusuff, K. and Vogel, B. (2020) Igba-Boi: comparison with the German model and recommendations for the Nigerian economy. In: Adeola, O. (ed.) Indigenous African Enterprise: The Igbo Traditional Business School (I-TBS). Advanced Series in Management, 26. Emerald Publishing Limited. ISBN 9781839090349
Henley faculty authors:
Professor Bernd Vogel
Reference: Ahmadi, A. and Vogel, B. (2019) The leadership knowing-doing gap: a phenomenological exploration. In: 79th Annual Meeting of the Academy of Management (AOM), 10-14 Aug 2019, Boston, USA. doi: 10.5465/AMBPP.2019.13612abstract
Henley faculty authors:
Professor Bernd Vogel
Reference: Edwards, G., Hubbard, R., Bryer, L., Vogel, B. and Graca, A. , (2018) Building engagement: encouraging leadership in construction. Report. CITB
Henley faculty authors:
Professor Bernd Vogel - Dr Ana Graça
Reference: RATCHARAK, P. , Vogel, B. and Spyridonidis, D. (2018) Effects of emotional labor on leadership identity construction among healthcare hybrid managers. In: Academy of Management Proceedings. doi: 10.5465/AMBPP.2018.12224abstract
Henley faculty authors:
Professor Bernd Vogel
Reference: Vogel, B. , Graça, A. M. , Ahmadi, A. and Vlachou, M. , (2018) The impact of the Fulbright programme on participants’ leadership capacity. Technical Report. Fulbright
Henley faculty authors:
Professor Bernd Vogel - Dr Ana Graça
Reference: Batistic, S., Cerne, M. and Vogel, B. (2017) Just how multi-level is leadership research? A document co-citation analysis 1980–2013 on leadership constructs and outcomes. The Leadership Quarterly, 28 (1). pp. 86-103. ISSN 1048-9843 doi: 10.1016/j.leaqua.2016.10.007
Henley faculty authors:
Professor Bernd Vogel
Reference: Ahmadi, A. , Vogel, B. and Collins, C. (2016) An initial framework for the role of leader fear in the knowing-doing gap of leadership. In: Ashkanasy, N. M., Zerbe, W. J. and Härtel, C. E. J. (eds.) Emotions and Organizational Governance. Research on Emotion in Organizations, 12. Emerald Group Publishing Limited, Bingley, pp. 313-340. ISBN 9781785609985 doi: 10.1108/S1746-979120160000012011
Henley faculty authors:
Professor Bernd Vogel - Professor Claire Collins
Reference: Krummaker, S. and 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). pp. 279-307. ISSN 1552-6879 doi: 10.1177/0021886312469442
Henley faculty authors:
Professor Bernd Vogel
Reference: Cole, M. S., Bruch, H. and Vogel, B. (2012) Energy at work: a measurement validation and linkage to unit effectiveness. Journal of Organizational Behavior, 33 (4). pp. 445-467. ISSN 1099-1379 doi: 10.1002/job.759
Henley faculty authors:
Professor Bernd Vogel
Reference: Vogel, B. and Bruch, H. (2011) Organizational energy. In: Cameron, K. S. and Spreitzer, G. M. (eds.) The Oxford handbook of positive organizational scholarship. Oxford University Press, Oxford, pp. 691-702. ISBN 9780199734610
Henley faculty authors:
Professor Bernd Vogel
Reference: Menges, J., Walter, F.H., Vogel, B. and Bruch, H. (2011) Transformational leadership climate: performance linkages, mechanisms, and boundary conditions at the organizational level. The Leadership Quarterly, 22 (5). pp. 893-909. ISSN 1048-9843 doi: 10.1016/j.leaqua.2011.07.010
Henley faculty authors:
Professor Bernd Vogel
Reference: Cole, M. S., Bedeian, A. G., Hirschfeld, R. R. and Vogel, B. (2011) Dispersion-composition models in multilevel research: a data-analytic framework. Organizational Research Methods, 14 (4). pp. 718-734. ISSN 1552-7425 doi: 10.1177/1094428110389078
Henley faculty authors:
Professor Bernd Vogel
Reference: Bruch, H. and Vogel, B. (2011) Fully charged: how great leaders boost their organization's energy and ignite high performance. Harvard Business Review Press, Boston, pp288. ISBN 9781422129036
Henley faculty authors:
Professor Bernd Vogel
Reference: Krummaker, S. and Vogel, B. (2010) Leader-follower co-production of transformational leadership: nature of the mutual transformation process, followers' contribution, and boundary conditions. In: Academy of Management Annual Meeting, 6-10 Aug 2010, Montreal, Canada. (Unpublished)
Henley faculty authors:
Professor Bernd Vogel
Reference: Dennerlein, T. and Vogel, B. (2010) Followership at the team level - possible antecedents and consequences. In: British Academy of Management, 14-16 Sept 2010, Sheffield, UK. (Unpublished)
Henley faculty authors:
Professor Bernd Vogel
Reference: Vogel, B. and Bruch, H. (2009) Emotionsmanagement. In: Scholz, C. (ed.) Vahlens großes Personallexikon. Vahlen, München, pp. 286-288. ISBN 9783800634910
Henley faculty authors:
Professor Bernd Vogel
Reference: Vogel, B. and Bruch, H. (2009) Emotions management. In: Scholz, C. (ed.) Vahlens großes personallexikon. Vahlen, München. ISBN 9783800634910
Henley faculty authors:
Professor Bernd Vogel
Reference: Vogel, B. (2005) Linking for change: network action as collective, focused and energetic behaviour. Long Range Planning, 38 (6). pp. 531-553. ISSN 0024-6301 doi: 10.1016/j.lrp.2005.09.002
Henley faculty authors:
Professor Bernd Vogel

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...

Module code: MQM2RL

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...

Module code: MQM2MMOE

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...

Module code: MQM1LCC

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...

Module code: MQM1LDC

Past Events

6 June 2024 ❘ Henley Business School, Greenlands Campus
1 June 2023 ❘ Henley Business School, Greenlands Campus
18 November 2020 ❘ Webinar

Most recent news & media

Henley Centre for Leadership podcast ‘Leadership Unlocked’ returns for series two

Henley Centre for Leadership podcast ‘Leadership Unlocked’ returns for series two

  • Henley news
9 June 2026
Admitting ‘I don’t know’: A senior leader skill worth mastering

Admitting ‘I don’t know’: A senior leader skill worth mastering

  • Leading insights
23 February 2026

Older news & media

26 November 2025
2 July 2024
25 September 2023
28 April 2023
8 February 2023

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.