Person-centred Leadership: Qualitative Program Evaluation

According to the PLOS One article, the six-month educational programme was experienced to influence leaders’ practices across self-leadership, team-leadership, and workforce development (PLOS One). The PLOS One study interviewed 13 leaders selected from a cohort of 80 admitted to the programme in 2022, and the interviews were conducted between 27 January 2023 and 16 March 2023.

• 13 leaders were interviewed for the study, as reported in PLOS One, with interviews lasting a mean of 52 minutes (interviews held 27 January–16 March 2023).
• The programme under study ran for six months and admitted 80 leaders in 2022, according to PLOS One (published 22 July 2026).
• When preconditions such as managerial support and workplace time were present, participants reported changes in self-leadership, team-leadership, and workforce development in July 2026, as described in PLOS One.
• Representative participant feedback included: “You get the chance to pause and reflect in a way that you don’t usually do” (participant, Interview 10, quoted in PLOS One).

The PLOS One study evaluated a blended, six-month educational programme delivered in 2022 and described in the article published 22 July 2026 by Klinga et al. The study targeted Swedish health and social care leaders and used purposive sampling to select 13 participants from the 80 programme admits in 2022 for in-depth interviews.

According to PLOS One, data were collected via individual digital interviews conducted between 27 January 2023 and 16 March 2023, each lasting 40–65 minutes (mean 52 minutes). The authors analysed transcribed interviews using conventional content analysis and then interpreted categories across three analytical tracks: self-leadership, team-leadership, and workforce development.

According to PLOS One, the study produced an overarching thematic structure with three visions, labelled Live as you learn, Strive for equal relations, and Enable co-creation, which were further divided into nine sub-categories describing actionable leadership behaviors.

Direct quotations in PLOS One illustrate participant experience, for example: "It’s about using words without defining what we mean by those words" (participant, Interview 5, quoted in PLOS One).

The PLOS One study shows that embedding leadership learning in workplace practice is essential to change behaviour. According to PLOS One, practical assignments, peer reflection, and managerial support were named by participants as preconditions for sustaining change.

According to PLOS One, evaluation plans should include follow-up measures beyond self-report: the authors call for further research measuring impacts from employees, patients, and organisational metrics over time (PLOS One, published 22 July 2026).

• Design programme evaluation to capture multi-level outcomes: the PLOS One study used leader interviews but recommends collecting employee and patient perspectives (PLOS One).
• Include workplace-based assignments and peer groups, because participants in the PLOS One study reported that these elements supported translation into practice.
• Measure contextual preconditions such as time for coaching and senior-manager support, because PLOS One identified those factors as necessary for continuous development.

The PLOS One evaluation (published 22 July 2026) shows that a six-month person-centred leadership programme can be experienced to change leaders’ practices when workplace preconditions are met.

For qualitative researchers and L&D teams, the study provides a replicable coding frame (self-leadership, team-leadership, workforce development) and concrete design cues such as workplace assignments and peer reflection.

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