Center for Leadership Partnerships

• Assistance in co-creating a strategy tailored to your organization's specific needs.
• Priority registration access for all programs, including certificate programs.
• Invitation to bi-annual Partner meetings to share insights, trends and network with your UDCL community.
• Opportunities to benchmark performance and practice across your Partner network.
• Liaison to UD Career Services for job postings, career fairs and recruiting students and alumni.
• Access to Flyer Consulting and additional student support resources for consulting and project work.
• Experiential team-building opportunities in partnership with UD Campus Recreation.
• Coordination of philanthropic giving initiatives.
• Pre-release of annual registration and special events.
• 24/7 online registration, partnership information and reporting tools.
• Access to a state-of-the-art hybrid learning technology center.
• Special partner discounts are available for renting space at the Center for Leadership.

• Special partnership pricing (.pdf) available for all programs, including certificate and custom programs.
• 50% discount applies to all Executive Development participation once 144 units are used.
• Employees of partner organizations are eligible for a 25% tuition reduction for the online and on-campus MBA program at UD.
• Emerging Leader Program alumni within the past five years are eligible to receive a reduction in tuition equivalent to three (3) credit hours of coursework in the on-campus UD MBA program.
• A 10% discount on certifications from the School of Law for Government Contracting & Procurement, Program & Project Management and Master's in the Study of Law (MSL).
• Partner pricing on leadership and executive coaching.

This case study is built around a reflective, interview-based discussion with Bowser-Morner that examines the growth and development of their partnership with UDCL. Insights shared by Marianne, HR Manager, highlights the impact, key insights and long-term value created through this collaboration.

Organization Overview

Bowser-Morner serves a wide range of markets such as agriculture, construction, education, energy, environmental protection, health care, manufacturing, mining, industrial minerals materials disposal, transportation and more — through their unique combination of engineering, construction and analytical testing services.

The Leadership Challenge

As Bowser-Morner continued to grow, the organization faced a common challenge: many employees were promoted into management roles based on seniority or technical expertise rather than leadership ability.

This created gaps in foundational leadership skills, particularly in areas like communication, self-awareness and team development. With limited internal resources to address these gaps, the company needed a solution that could provide both structure and scalability for leadership development.

Why They Chose UDCL

For Bowser-Morner, the University of Dayton Center for Leadership serves as more than just a training provider — it acts as a strategic partner that delivers expertise, personal connection and relevant content not available internally.

This external connection enhances learning and reinforces the relevance of leadership development across different organizational contexts.

Impact on Leaders and Teams

The partnership has become an essential tool for evaluating and developing talent within Bowser-Morner. Marianne, who is a key leader in the organization, uses participation in UDCL programs as a litmus test for long-term job promotions.

By observing how employees engage with the curriculum, she is able to identify individuals who are committed to growth versus those who lack ambition or seriousness about development.

The Power of Community and Networking

Beyond training content, Bowser-Morner values the networking opportunities provided through the Center. Employees will gain exposure to professionals from other industries, allowing them to share experiences, validate challenges and gain new perspectives.

Why This Partnership Matters

The partnership between Bowser-Morner and the UD Center for Leadership demonstrates how external collaboration can fill critical internal gaps. By acting as an extension of the company's capabilities, the Center provides consistent, high-quality leadership development that supports both individual growth and organizational success.

Ultimately, this relationship enables Bowser-Morner to invest in its people, strengthen its leadership pipeline, and uphold its commitment to excellence across every project and partnership.

Partner Quote

"For Bowser-Morner, the UD Center for Leadership is more than just a training vendor; it is a strategic partner that provides the expertise, personal connection and relevant content we lack internally."
-Marianne

This case study is built around a reflective, interview-based discussion with Gosiger that examines the growth and development of their partnership with UDCL. Insights shared by Ashtin, HR Generalist, highlight the impact, key insights and long-term value created through this collaboration.

Organization Overview

Gosiger is a family-owned and operated machine tool distributor and manufacturing solutions provider headquartered in Dayton, Ohio. With a 100-year legacy, the company has built its reputation on trust, accountability and strong personal relationships — values that come from being a family business where every decision reflects directly on its people.

Since 2023, Gosiger has experienced notable growth, expanding from 475 to over 610 employees. This rapid growth has increased the need for scalable, effective leadership development to support a larger and more diverse workforce.

The Leadership Challenge

As Gosiger expanded, the organization recognized the need to develop leaders who could do more than just excel technically. Many employees had strong technical expertise but lacked the leadership and interpersonal skills required to effectively manage teams.

The company aimed to shift its focus toward building well-rounded leaders — particularly by strengthening emotional intelligence and self-awareness among managers. With a growing workforce, Gosiger needed an efficient and comprehensive way to prepare both new and existing leaders for success.

Why They Chose UDCL

Gosiger turned to the University of Dayton Center for Leadership as a strategic partner to support its leadership development goals. Ashtin, a leader within the organization, describes the Center's Supervisory Leadership Certificate (SLC) as a one-stop shop that equips employees with the essential skills needed to lead effectively in a growing organization.

By focusing on emotional intelligence and leadership fundamentals, the Center's programs have helped shift the mindset of the organization — from prioritizing technical expertise alone to cultivating well-rounded leaders.

One Notable Success Story Highlights This Impact: A former receptionist was able to grow into a Marketing Manager role through participation in the Center's programs, demonstrating exactly how leadership development can directly support internal career advancement.

This kind of growth reinforces Gosiger's commitment to investing in its people and creating clear pathways for professional development.

Impact on Leaders and Teams

The partnership has played a key role in helping Gosiger develop leaders who are more self-aware, adaptable and capable of managing teams effectively.

The Power of Community and Networking

Gosiger places strong value on the networking opportunities provided through the Center. Employees are able to connect with a number of professionals from other organizations who face similar challenges, creating a sense of shared experience and support.

These connections allow participants to exchange ideas, gain new perspectives, and feel less isolated in their leadership journeys — ultimately enhancing both individual and organizational growth.

Why This Partnership Matters

The partnership between Gosiger and the UD Center for Leadership shows how a growing company can scale leadership development while staying aligned with modern needs. By leveraging relevant content, flexibility and community, Gosiger builds capable, self-aware leaders ready to support future growth while reinforcing its commitment to people and continuous improvement.

Partner Quote

"We truly value the networking opportunities and connections with professionals from other organizations who experience the same struggles professionally as our employees do."
-Ashtin

This case study is grounded in a reflective, interview-based dialogue with Hollywood Gaming that examines the progression of their partnership with the Center for Leadership. Insights provided by Kaleesa, Vice President of Human Resources at Hollywood Gaming, detail the advantages, educational outcomes and enduring value developed through this collaboration.

Organization Overview

Hollywood Gaming is a dynamic entertainment and hospitality organization that is committed to delivering exceptional guest experiences while fostering a strong internal culture. With a diverse workforce across operations, gaming, hospitality and leadership roles, the organization invests heavily in developing leaders who can build trust, support teams and strengthen retention in a fast-paced environment.

The Leadership Challenge

As Hollywood Gaming expanded and refined its employee development strategies, the organization recognized the need for consistent, high-quality leadership training that complemented its existing internal programs. Leaders needed practical tools, guidance for navigating challenging conversations, and strategies for improving retention — particularly for new supervisors stepping into leadership roles for the first time.

Kaleesa shared: "The Center's reputation, the quality of instruction, and the face-to-face learning environment were huge for us. In-person training brings a level of engagement you can't replicate online."

Why They Chose UDCL

Hollywood Gaming connected with the University of Dayton Center for Leadership through a networking event — and it immediately saw the value of expanding its leadership development portfolio. Kaleesa explained: "The Center opened doors for us. There were so many opportunities beyond what we were already offering."

Impact on Leaders and Teams

Since partnering with UDCL, Hollywood Gaming has strengthened both leadership capability and employee retention efforts. Leaders now have language, tools, and confidence to navigate challenging conversations and support team members more effectively.

The Power of Networking and Community

A major benefit of the partnership has been the access to the UDCL community. Kaleesa emphasized the value of connecting with peers from other industries, hearing different perspectives and validating shared challenges.

She noted: "The networking alone is worth it. You meet people who understand your challenges — even if they're from completely different industries."

Through peer discussions and advisory committee participation, Hollywood Gaming gains insight into best practices, leadership trends and new approaches to team development.

Looking Ahead

Hollywood Gaming plans to continue deepening its partnership with UDCL, sending more leaders through high-impact courses, utilizing hybrid options for flexible learning and embedding retention practices into daily operations. Serving on the advisory committee has further strengthened alignment between organizational needs and available programming.

Kaleesa shared: "Take advantage of the partnership. It's easy to use, full of value, and your leaders will benefit immediately."

Why This Partnership Matters

This partnership demonstrates how intentional leadership development strengthens retention, communication, and team engagement. Hollywood Gaming's openness to new strategies — paired with UDCL's practical, research-backed courses — has created meaningful momentum for leader growth and organizational culture.

Partner Quotes

"The Center offered opportunities our team hadn't experienced before."
"The responsiveness of the UDCL team has been amazing."
"The courses inspired us to rethink how we develop and retain people."
"Take advantage of the partnership — it's full of value."
-Kalessa

This case study is shaped by a reflective, interview-driven discussion with ITW that traces the evolution of their partnership with the Center for Leadership. Perspectives shared by Joe, Division HR Director at ITW, illustrate the impact, key takeaways and lasting value created through this collaboration.

Organization Overview

ITW Food Equipment Group is a global leader in commercial foodservice and food retail equipment, known for its engineering excellence, customer focus and highly decentralized business model. With a diverse blend of technical and commercial roles across engineering, operations, sales and product development, the organization is committed to cultivating leaders who can drive innovation, communicate effectively and guide teams through complex environments. ITW Food Equipment Group invests in personalized development opportunities that strengthen leadership capability across all levels.

The Leadership Challenge

As ITW Food Equipment Group continued developing leadership capacity across technical and commercial functions, the organization identified a key challenge: leaders needed personalized learning paths — not one-size-fits-all programs. ITW partner representative, explained: "We needed personalized development. Every leader learns differently and our training had to reflect that."

He also highlighted the importance of balancing technical expertise with leadership capability — ensuring leaders can communicate, influence and manage teams effectively regardless of their role.

Joe shared: "The Center's reputation, the quality of instruction and the face-to-face learning environment were huge for us. In-person training brings a level of engagement you can't replicate online."

Why They Chose UDCL

ITW Food Equipment Group partnered with the University of Dayton Center for Leadership to enhance its internal learning ecosystem with practical, flexible and high-impact development opportunities.

Impact on Leaders and Teams

Leaders across ITW Food Equipment Group have gained new insights, confidence, and communication skills through UDCL programming.

Joe shared meaningful outcomes:

• A sales director formed valuable connections with executives from her home country during an executive session
• Project Management Essentials has become a staple for onboarding new engineers, aligning perfectly with the company's project management processes
• Employees see professional development as both an opportunity for growth and a recognition of their value

"These programs are both development tools and recognition tools. Sending someone shows we believe in them — and they feel it."

The Power of Personalization and Learning Styles

Joe emphasized the importance of tailoring leadership development to match how individuals learn best. "The Center helps us meet people where they are. Different learning styles need different approaches — and UDCL supports that."

While some people benefit most from structured content with practical application, others may have development plans focused on communication skills, relationship-building and networking.

ITW Food Equipment Group also gains value from:

• Cross-industry networking
• Exposure to top National thought leadership
• Real-world examples of how other organizations use similar tools

Looking Ahead

Joe shared that the partnership has evolved from a course-by-course relationship to a strategic partnership where UDCL helps ITW Food Equipment Group align development opportunities with business needs. "The partnership gives me a voice. It helps me align course options with our business needs and the development tools we offer."

Why This Partnership Matters

This partnership illustrates how flexible, impactful leadership development strengthens communication, influence and engagement across a complex technical and commercial workforce. ITW Food Equipment Group values the practical, personalized learning opportunities UDCL offers — helping leaders grow in ways that directly support business outcomes.

The organization plans to continue leveraging:

• Flexible, a la carte programs
• High-impact in-person learning
• Executive-level development for high- potential leaders
• Courses that support onboarding plans, such as Project Management Essentials

Joe noted that the current unit level works well for their size of the business, with future growth scaling naturally as the employee population expands.

Partner Quotes

"Every leader learns differently — our training has to reflect that."
"The partnership gives me a voice and helps align development to our business needs."
"In-person learning brings a level of engagement you can't replicate online."
"These programs are both development tools and recognition tools."
-Joe

This case study is built around a reflective, interview-based discussion with Modern Technology Solutions, Inc. that examines the growth and development of their partnership with UDCL. Insights shared by Bill Gideon, Vice President of Operations at MTSI, highlight the impact, key insights and long-term value created through this collaboration.

Organization Overview

MTSI (Modern Technology Solutions, Inc.) is an employee-owned engineering and technology company supporting critical national security missions across the United States. With more than 2,600 employees supporting over 175 active contracts at 28 locations nationwide, the organization is focused on sustaining growth through strong leadership development. MTSI recognizes that future success depends not only on technical expertise, but also on leaders who can effectively communicate, collaborate and guide teams through increasing complexity.

The Leadership Challenge

As MTSI continued to grow, company leaders recognized the need to strengthen self- awareness, communication, and collaboration among emerging leaders. With teams made up of employees from diverse technical backgrounds, generations, and work experiences, leaders needed practical tools to build trust and work effectively across the organization. At the same time, MTSI was focused on succession planning. While the company had a strong bench of supervisors and program managers, it wanted to better prepare high-potential employees for future leadership positions and increasing levels of responsibility.

Bill Gideon, Vice President of Operations, shared: "A critical part of our scalability is developing the next generation of leaders capable of managing larger portfolios, broader customer relationships and increasingly complex teams."

Why They Chose UDCL

MTSI was initially drawn to the University of Dayton Center for Leadership because of its reputation for leadership development and the positive experiences of employees who completed the Emerging Leader program. Early participants returned with stronger leadership skills and a greater understanding of their leadership style, reinforcing the value of continued investment in the program.

Over time, the partnership evolved into a broader leadership development strategy that provides employees with access to high-quality programs, practical leadership frameworks and flexible learning opportunities.

Impact on Leaders and Teams

Since partnering with UDCL, MTSI has continued to strengthen its leadership pipeline through the Emerging Leader program and additional professional development opportunities. Participants consistently return with greater confidence, stronger communication skills and a better understanding of how to lead effectively in complex environments.

The partnership has also supported succession planning efforts by helping identify and prepare future leaders for strategic roles throughout the organization. Beyond Emerging Leader, MTSI has utilized partner benefits to expand leadership development opportunities to a broader group of employees.

MTSI leaders report:

• Greater leadership confidence
• Stronger communication skills
• Improved teamwork across diverse groups
• Better understanding of leadership strengths
• Preparation for future leadership roles

The Power of Community and Networking

A key benefit of the partnership has been the opportunity for MTSI employees to learn alongside professionals from a variety of industries. Through UDCL programs, participants gain new perspectives, leadership approaches and problem-solving strategies that they can apply within their own teams. These connections help leaders broaden their thinking, learn from shared challenges and bring fresh ideas back to the organization.

Looking Ahead

As MTSI continues pursuing its Vision 2030 growth goals, leadership development remains a strategic priority. The company plans to continue leveraging UDCL programs to strengthen its leadership pipeline and prepare employees for greater responsibility across the organization.

MTSI views the partnership as an important investment in its future as well as a key component of its long-term growth strategy.

Why This Partnership Matters

MTSI's partnership with the University of Dayton Center for Leadership demonstrates how intentional leadership development can support organizational growth and succession planning. By investing in leaders at multiple levels, MTSI is building a stronger pipeline of talent prepared to lead the company through its next phase of growth while fostering a culture of continuous learning and development.

Partner Quotes

"Our participants consistently return with greater confidence in their leadership abilities, stronger communication skills, and a better understanding of how to lead teams effectively"
"Our employees also benefit from engaging with professionals from a wide variety of industries and organizations, which exposes them to new perspectives, leadership approaches, and problem-solving strategies that they can bring back to MTSI."
-Bill

This case study is informed by a reflective, interview-based conversation with Ohio's Hospice that explores the growth of their partnership with the Center for Leadership over time. The insights shared by Kristy, the Executive Vice President at Ohio Hospice, outlines the benefits, learning outcomes and sustained value gained through this collaboration.

Organization Overview

Ohio's Hospice is a mission-driven, nonprofit organization providing compassionate care across three regions in Ohio. With a large and diverse clinical workforce, the organization is deeply committed to developing leaders who can navigate complex healthcare environments, support their teams and maintain the highest standards of patient care.

Kristy shared: "The virtual and hybrid courses have been a game changer. Leaders from all regions can participate without travel. It's saved us time, money and allowed more of our team to grow."

The Leadership Challenge

As Ohio's Hospice continued to grow, the organization recognized a consistent theme: highly skilled clinicians were being promoted into leadership roles without the leadership training needed to support teams effectively.

"We had incredibly talented clinicians stepping into manager roles, but they needed a stronger foundation in leadership. We wanted to give them the confidence, tools and framework to lead effectively."

Why They Chose UDCL

Ohio's Hospice selected the University of Dayton Center for Leadership because of its accessible, flexible and research-backed programming. The hybrid and virtual formats opened doors for leaders across all three regions—especially those in remote locations who could now participate without travel.

Impact on Leaders and Teams

Through their partnership with UDCL, Ohio's Hospice has strengthened its leadership pipeline and created a shared leadership language across teams. The participants reported increased confidence, stronger communication through DISC, and better ability to support staff through burnout, difficult conversations and organizational change.

Kristy shared: "Once our leaders got a taste of the programs, they wanted more. We encourage them to keep going—to build a full leadership toolkit." Leaders have continued to deepen their development by taking additional courses and applying new tools directly to team challenges.

Looking Ahead

Ohio's Hospice is committed to maximizing the benefits of their partnership with UDCL, promoting participation in the full suite of available offerings and using the programs to solve real-time leadership challenges.

"We want our people to use every resource available. When our leaders thrive, our teams and our patients benefit."

Why This Partnership Matters

This partnership demonstrates how leadership development strengthens organizational culture, improves communication, supports employee well-being, and builds a sustainable leadership pipeline. Ohio's Hospice continues to use UDCL programs as a strategic investment in both people and patient outcomes.

Partner Quotes

"The virtual and hybrid courses have been a game changer."
"We wanted to give clinicians the confidence and framework to lead."
"When our leaders thrive, our teams and our patients benefit."
–Kristy

This case study is built around a reflective, interview-based discussion with Rittal that examines the growth and development of their partnership with UDCL. Insights shared by Alan, Training Program Specialist at Rittal, highlight the impact, key insights and long-term value created through this collaboration.

Organization Overview

Rittal North America is a global leader in industrial enclosure, power distribution, climate control and IT infrastructure solutions. With a large and well diverse workforce — including leaders across manufacturing, engineering, and operations — the organization is deeply committed to building strong leadership capability at every level. Rittal recognizes that technical expertise alone is not enough; leaders must also possess the communication, empathy and problem-solving skills needed to support high-performance teams.

The Leadership Challenge

As Rittal continued to grow, the organization identified a need to strengthen its leadership pipeline and enhance cultural alignment around accountability, communication and continuous improvement. Many first-line and emerging leaders had strong technical backgrounds but needed foundational leadership skills to support teams effectively.

Alan, Training Program Specialist, explained the challenge: "We needed leaders who could connect, communicate, and consistently perform the small things well. Those basics build trust — and trust builds capability."

He shared that both frontline supervisors and senior leaders were eager for development but needed accessible programming, practical tools and a community of peers who could help them benchmark and grow.

Alan also shared: "What stood out was how the Center teaches the fundamentals of leadership and manufacturing. Do the small things consistently, and you earn the trust to take on more complex work."

Why They Chose UDCL

Rittal selected the University of Dayton Center for Leadership because of its strong foundation in basic leadership competencies, its alignment with manufacturing principles, and its emphasis on consistent habits that build trust — a philosophy similar to military discipline.

Impact on Leaders and Teams

Since partnering with UDCL, Rittal has experienced a meaningful cultural shift. Leaders have become more open about their development needs, actively seeking training and acknowledging skill gaps. The organization now values leadership development as a strategic lever — not a remedial step.

Alan noted a transformation in his own leadership approach: "Before training, I didn't realize how much empathy I was missing. The Center really helped me understand personality types and communication styles. It changed the way I interact with my team."

Rittal leaders report:

• Improved communication skills
• Stronger empathy and understanding of personality differences
• Increased confidence in leading difficult conversations
• Greater consistency in leadership habits
• A shared language for teamwork and accountability

Alan encourages all participants to treat UDCL sessions as networking opportunities where they can:

• Collaborate with peers
• Validate challenges
• Share best practices
• Gain fresh perspectives on organizational issues

Alan emphasized that the programming not only helped individual leaders grow but also encouraged teams to advocate for their own development. "People started asking for training. They wanted to grow. That's a real cultural shift."

The Power of Community and Networking

Beyond coursework, Rittal has benefited deeply from the UDCL community. Alan highlighted the value of connecting with other organizations to benchmark practices, compare leadership pathways and explore career progression models for hourly employees. He explained: "One of the biggest benefits is the network. You meet people from all industries who are dealing with the same challenges. You realize you're not alone — and you learn from each other.

Looking Ahead

Rittal plans to continue leveraging the full range of UDCL offerings — from professional development courses to cohort-based programs and use strategic tools like the Trusted Advisor, UDCL's AI planning tool, to make development plans personal for his employees. The organization is committed to helping leaders at all levels build foundational skills, strengthen communication and foster a culture of continuous improvement."UDCL is part of our growth strategy. We use them as a resource, a partner and a place to solve problems together."

Why This Partnership Matters

This partnership shows how investing in leadership development can shift organizational culture, strengthen communication and empower leaders to grow in their roles. Rittal's commitment to developing its people — combined with UDCL's practical, accessible programming — has produced lasting impact across teams, leaders and the broader organizational culture.

Partner Quotes

"Do the small things consistently, and you earn trust."
"The Center became a resource — not just a training provider." "Training helped me see where I lacked empathy and how to adjust."
"People started asking for training — that's when you know culture is changing."
-Alan