PLOS study: Person-centred leadership qualitative analysis

Yes: According to the PLOS One study published on July 22, 2026, participants reported that the six-month educational programme supported development of person-centred leadership across self-leadership, team-leadership, and workforce development.

• According to the PLOS One study, the programme admitted 80 leaders in 2022 and 13 purposefully sampled leaders were interviewed between 27/01/2023 and 16/03/2023.
• According to the PLOS One study, interviews lasted 40–65 minutes (mean 52 minutes) and were analysed using conventional content analysis that produced three visions and nine sub-categories.
• According to the PLOS One study, the programme contained six modules and required workplace assignments, and participants said the programme worked best when organisational preconditions like managerial support and time to coach teams were present.
• Quote from a participant in the PLOS One study: "You get the chance to pause and reflect in a way that you don’t usually do" (Interview 10, PLOS One).

The PLOS One study directly explored leaders’ experiences after a leadership programme, using qualitative interviews and conventional content analysis.

According to the PLOS One study, the educational programme was delivered by the University of Gothenburg Centre for Person-Centred Care and the Swedish Association of Health Professionals, ran for six months in 2022, and covered six modules including communication, ethics, and implementation strategies.

According to the PLOS One study, 13 participants were purposefully selected to maximise heterogeneity and interviewed three to five months after programme completion between 27/01/2023 and 16/03/2023, with interviews audio recorded and transcribed verbatim.

According to the PLOS One study, analysis was conducted by the study authors using an abductive approach: coding by the first author, independent checks by the last author, iterative clustering into categories, and interpretation through three analytical tracks: self-leadership, team-leadership, and workforce development.

Research teams should prioritise capturing preconditions and workplace assignments when evaluating leadership programmes because, according to the PLOS One study, those preconditions determined whether participants could apply learning.

According to the PLOS One study, leaders reported that practical workplace tasks plus peer reflection enabled translation of concepts into action, so evaluators should collect time-stamped activities, reflective journals, and implementation plans alongside interviews.

According to the PLOS One study, participants asked for patient and relative involvement to validate whether care had become more person-centred, so mixed-stakeholder data collection (leaders, staff, patients) strengthens claims about practice change.

According to the PLOS One study, a structured six-month educational programme was experienced to help leaders translate person-centred ethics into leadership practice when organisational preconditions were present.

According to the PLOS One study, future research should add quantitative measures and patient perspectives to validate self-reported changes.

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