Staff Members and Partners
Henley Centre for Leadership's faculty is comprised of both Henley Business School staff and external members, all working together to deliver outstanding research and wider leadership projects.
Members of the HCL
Professor Bernd Vogel (Director)
Engaging leadership and future of leadership, energising organisations and senior management teams, developing leadership and followership, CEO decision making and identity.
Leadership, diversity and behaviour, creating diverse and effective leadership in a responsible and well-functioning organisation.
Leadership development, entrepreneurship, organisational behaviour and workplace emotions.
Reflective practice, systemic epistemology and personal development.
Organisational sustainability and organisational success factors.
Team leadership for team dynamics and effectiveness and developing leadership in teams as nucleus for innovation.
Leading transformational change, energy and engagement mapping and aligning evolving strategy and talent
Leadership and leadership development, top team development, executive assessment, organisational behaviour and the use of psychometric tools and communication in healthcare.
The role of coaching for creating resilience for positive leadership.
Leading change, organisational design and culture and leading and managing programmes.
Impact of social technologies on leadership practices.
Leadership and leadership development, facilitation, action learning, intergenerational leadership and SME leadership.
Professor (emer.) Victor Dulewicz
Dr Dimitrios Spyridonidis
Knowledge-based view of leadership, leadership development, identity and hubris.
Dr Sharon Varney (Adjunct Faculty)
University of Reading Networks:
- Centre for Integrative Neurosciences and Neurodynamics (CINN)
- Henley Partnership
- John Madejski Centre for Reputation (JMCR)
- The Henley Forum
National and International University Networks:
- IESE Business School, Dr Anneloes M. L. Raes
- Texas Christian University, Dr Michael S. Cole
- University of Cambridge, Dr Jochen Menges
- University of East Anglia, Dr Stefan Krummaker
- University of Southampton, Professor Malcolm Higgs
- University of St. Gallen, Professor Dr Heike Bruch
Notable Completed Doctoral Projects
- Dr Amal Ahmadi - A Phenomenological Exploration of the Leadership Knowing-Doing Gap, Focusing on the Role of Leader Fear and the Leadership Context
Amal received a Best Doctoral Paper Award for a paper presented at the 9th Conference on Emotions and Organisational Life (Emonet IX) in 2014.
- Kim Bradley-Cole - Romancing Authenticity: Exploring the Nature and Role of Followers' Implicit Theories of Authentic Leadership and the Contribution of Authentic Leader Behaviours to Effective Leader-Leader Relationships
- Susann Gjerde (Visiting Doctoral Student) - Developing Leadership, Leader Roles and Leader Identities
- Dr Lebene Soga - The Role of Web 2.0 Technologies in Organisational Leadership: An Actor-Network and Practice Theory Perspective
- Dr Sharon Varney - A Complexity Perspective on Organisational Change: Making Sense of Emerging Patterns in Self-Organising Systems
Sharon received a 'Highly Commended' Outstanding Doctoral Research Award from the editorial team of Leadership and Organisation Development Journal's 2013 Emerald/EFMD Outstanding Doctoral Research Awards in the Leadership and Organisation Development category.