Person-centred Leadership: Programme Evaluation

According to the PLOS One study published July 22, 2026, the leadership programme was experienced to change leaders’ practices across three tracks: self-leadership, team-leadership, and workforce development (PLOS One).

The PLOS One study reported concrete process details and sample sizes that make the findings usable for comparative qualitative work.

• In 2022, the educational programme admitted 80 leaders, according to the PLOS One study published July 22, 2026.
• The PLOS One study interviewed 13 programme participants between 27/01/2023 and 16/03/2023, with interviews averaging 52 minutes.
• According to the PLOS One study, participants described three development visions (Live as you learn, Strive for equal relations, and Enable co-creation) that mapped to nine sub-categories of actionable leadership behaviour.
• A programme participant (Interview 10) told researchers: "You get the chance to pause and reflect in a way that you don’t usually do, " illustrating how reflective exercises changed self-leadership in practice.
• The PLOS One article concludes that organisational preconditions (manager support, time for coaching, and workplace assignments) were necessary for sustained change, and calls for further longitudinal evaluation.

Answer: The PLOS One study qualitatively explored leaders’ experiences after a six-month person-centred leadership programme and found reported changes in thinking and practice when workplace preconditions were met.

According to the PLOS One study published July 22, 2026, the programme ran in a blended format with six modules covering PCC foundations, communication, implementation strategies, ethics, and presentations of development projects.

According to the PLOS One article, 80 leaders were admitted to the programme in 2022 and a purposive sample of 13 completers was interviewed between 27/01/2023 and 16/03/2023; interviews lasted 40–65 minutes (mean 52 minutes), and data were analysed with conventional content analysis structured into self-leadership, team-leadership, and workforce development tracks.

According to the PLOS One authors, the programme combined flipped-classroom preparation, workplace homework assignments, reflective journals, and peer-group workshops to connect theory to practice.

Answer: The PLOS One evaluation implies that qualitative researchers should embed learning programmes in workplace practice and measure preconditions alongside behavioural change.

According to the PLOS One study, published July 22, 2026, practical assignments in workplace settings and early involvement of employees, patients, and relatives were essential to observe reported changes in leadership practice.

For researchers designing evaluations, include explicit measures of preconditions (manager support, coaching time, and structures for shared decision-making) and plan mixed-methods follow-up to capture whether self-reported leadership shifts translate to team and patient outcomes.

For learning designers, the PLOS One results recommend flipped-classroom materials plus short recorded lectures and reflective exercises to create space for leaders to 'pause and reflect' as reported by participants.

Answer: The PLOS One qualitative evaluation (published July 22, 2026) shows that a six-month person-centred leadership programme can change leaders’ thinking and behaviour when organisational preconditions are met.

Researchers should capture contextual preconditions, embed workplace assignments, and plan follow-up measures for employees and patients to test impact, as recommended in the PLOS One article.

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