Bernd Vogel
Associate Professor
Leadership, Organisations and Behaviour
Henley Business School University of Reading
United Kingdom
Biography
Dr Bernd Vogel is an Associate Professor of Leadership, Organisations and Behaviour and Director of Henley Centre for 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.
Research Interest
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.
Publications
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Bruch, H., & Vogel, B. (2011). Strategies for creating and sustaining organizational energy. Employment Relations Today, 38 (2), 51-61.
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Vogel, B. (2005). Linking for change: Network action as collective, focused and energetic behaviour. Long Range Planning, 38 (6), 531-553.
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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.
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Bruch, H., & Vogel, B. (2008). Die Philosophie der "Nummer 1". Harvard Business Manager. 30 (6), 32-42.
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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.
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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.
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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.
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Batistic, S., Cerne, M., & 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). 86-103.
