Results: person-centred leadership programme evaluation

Yes: according to the PLOS One study, participation in a six-month programme was experienced by participants to support development in self-leadership, team leadership, and workforce development when organisational preconditions were met; see PLOS One.

• In 2022 the programme admitted 80 leaders, according to the PLOS One article published on July 22, 2026.
• Thirteen leaders were interviewed for this evaluation between 27/01/2023 and 16/03/2023, with interviews averaging 52 minutes, as reported in PLOS One.
• The programme ran six modules over six months and used a flipped classroom plus workplace assignments, according to the PLOS One study.
• Participants described three development tracks ("Live as you learn, " "Strive for equal relations, " and "Enable co-creation") that map to self, team, and workforce levels in the PLOS One analysis.

Answer: the PLOS One study evaluated leader experiences after a six-month person-centred leadership programme and found self-reported changes across three leadership levels.

According to the PLOS One article (Klinga et al., 2026), the programme was developed by the University of Gothenburg Centre for Person-Centred Care and the Swedish Association of Health Professionals and combined digital, in-person, and workplace-based learning.

According to the PLOS One study, 80 leaders enrolled in 2022 and a purposive subsample of 13 leaders completed individual interviews between 27/01/2023 and 16/03/2023 to capture post-programme experiences.

According to the PLOS One article, analysis used conventional content analysis and interpreted results along three tracks (self-leadership, team-leadership, and workforce development) leading to the overarching theme "Developing person-centred leadership practices."

A direct participant quotation reported in PLOS One illustrates change in reflective practice: "You get the chance to pause and reflect in a way that you don’t usually do" (Interview 10).

Answer: the PLOS One evaluation shows that embedding learning in workplace practice and collecting rich interview data produces actionable insights on leadership change.

According to the PLOS One article, workplace assignments and peer reflection were central mechanisms; qualitative researchers should therefore prioritize longitudinal, context-embedded data collection when evaluating leadership programmes.

According to the PLOS One study, participants highlighted the need for organisational preconditions such as manager support and time for coaching, which learning designers should measure as mediators during programme rollout.

According to PLOS One, participant language change (adopting shared terms for PCC) emerged as an early signal of cultural shift; qualitative researchers should track language and discourse change over time as a measurable outcome.

Recap: according to the PLOS One study (Klinga et al., 2026), a six-month person-centred leadership programme produced self-reported changes in self-leadership, team leadership, and workforce development when organisational preconditions were present.

Next step for researchers: combine workplace-based assignments with longitudinal qualitative sampling and use AI-assisted tools to accelerate coding, compare segments, and visualize co-creation dynamics.

If you want to scale an evaluation like the PLOS One study and shorten synthesis time, try an AI-enabled workflow with Evidano to ingest transcripts, run thematic and cross-segment analyses, and produce visual evidence for stakeholders.

Get started: Try Evidano for free.