Maylan's story
Maylan Maxwell, a third-year student studying Fashion and Textile Management with minors in Global Leadership and Business Administration, came to Scotland ready to learn – but without any fixed ideas about what leadership here might look like.
I came into it with no expectations! I was expecting it to be similar to the US due to some of our shared cultural values, but I was surprised to see the interesting ways in which the two countries diverge.
What stood out most during my time in Scotland was the way leadership was consistently rooted in relationships. One visit in particular shifted the perspective.
Our visit to the Celtic FC Women’s organization changed my understanding of leadership. Every person we spoke to highlighted the importance of strong relationships. You could feel how they put people first in their organization, and the synergy of the team flowed from that. This really stuck out to me. After this visit, I started noticing that most of the other organizations emphasized people-focused leadership as well. I came to realize that this may be a cultural value of Scottish people. I love it – it’s something that I will try to take back with me to the US.
That people-first approach was reflected not only in how organisations were run, but also in the tone and openness of the people I met throughout the experience.
I adored the Scottish people! Everyone was incredibly down to earth and friendly. They reminded me a lot of the people from North Carolina. I think this helped me feel welcomed and relaxed in Scotland. Beyond just enjoying small talk with the locals, I was able to observe the positive impact this cultural practice had in a leadership setting. Across the organizations we visited, it seemed like this warmth and openness led to more bottom-up approaches to leadership. Even the CEOs we talked to were open to new ideas and happy to hear our perspectives as students.
Across the different we organisations visited, I was struck by how strongly leaders here seemed to think about responsibility, legacy and long-term impact.
I noticed that a lot of the leaders we spoke to were highly concerned with the long-term impact of the events they are responsible for. When speaking with the organizers of the 2026 Commonwealth Games, it was clear that they devoted a lot of time and energy towards ensuring that these events leave behind a positive legacy in Glasgow. This heightened level of engagement with local communities elevated the environmental and social sustainability of their events.
The experience has definitely opened up new possibilities for my own future.
Working in the parks, recreation, tourism, and events industry was never on my radar before this class. But after my experiences, I would seriously consider it!
More than that, it helped shape the kind of leader I want to become.
This experience taught me that great leaders aren’t just focused on the present, or even the future. They are also concerned about what their actions leave behind. It’s not just about hosting a successful event and moving on to the next task. It’s just as important to consider the lasting impact of your actions as a leader.
The UWS-NC State collaboration opens up doors for students to learn from one another in unexpected and exciting ways. Our cohort during this experience truly embodied global collaboration, as we had students and faculty from 5 different continents. These diverse perspectives magnified our learning together by challenging one another with unique ideas. It also gave us the opportunity to apply what we have been learning about global leadership over the past few months.
If I had to sum up what Scotland has taught me about leadership, I’d say: just like ‘People Make Glasgow,’ people make an organization – never underestimate the value of strong relationships as a leader.
My time in Glasgow has been life-changing. From the experiences in the PRT 359 course to the cultural experiences to the Scottish people I have met, I could not have asked for a better study abroad course!
One of the most impactful parts of this course was how it shifted my personal leadership philosophy. Before embarking on this course, my initial leadership philosophy did not prioritize relationships. After spending time speaking with various leaders among organizations in Glasgow and Scotland, I would like to amend my philosophy to place a greater emphasis on relationship-based leadership. Many leaders highlighted this over the past two weeks. At the SEC, Lynsey Grant spoke quite impactfully about the importance of great people at your organization. She said that the SEC’s competitive advantage is its people, from the highest position, Director of Operations, to the hundreds of stewards that work their events every night. The SEC is such a fast-paced, dynamic organization that strong relationships and communication are key to success.
Ultimately, the experience left has left me with a broader understanding not only of leadership, but of the wider role that parks, recreation and tourism play in communities and across industries.
My experiences in Glasgow have been monumental to my global leadership development. The Parks, Recreation, and Tourism sector is so important to mental and physical health, local economies, and cultural value. Learning firsthand through these unique experiences has imparted me with memories I will never forget and wisdom I will carry with me everywhere. Beyond this class, I now have a nuanced understanding of the issues facing this industry (most of which are connected with broader global issues that every industry faces), an appreciation for the intersection between recreation and other industries, and a modified global leadership philosophy based on relationship and values.
Last updated: 09/04/2026