Poster can be found in location 22.

Development of person-centred practices and cultures within healthcare has increased focus both national and international. At Zealand University Hospital in Denmark (ZUH), we are working strategically with developing person-centred practice (PCP) from the theoretical framework developed by Brendan McCormack and Tanja McCance (1).  If PCP are to become culturally embedded in an organization, leaders have a pivotal role to play in order to legitimize and secure conditions that are aiming to support a healthful culture for all. However, this role is demanding and assumes a solid level of knowledge regarding PCP. On this background, a pilot course in PCP- development for nursing leaders in a Department at ZUH was established. Description of the course: As no internationally agreed generic PCP course for leaders exist, the course was developed based on action learning and to the PCP-framework, described by McCormack and McCance (1). Participants were seven nurse leaders at different levels, employed at the same Department. The course consisted of three half days with a one-month intervals, and with individual assignment between the course-days. Results, conclusion, perspective: The participants evaluated the course positively: they stated they had gained insight in/ useful knowledge and tools according to PCP, PCP-leadership and themselves as leaders. But they also stated they felt a need for more support, both at an organizational and relational level before they felt, they could change their actual leadership practice. Even though ZUH since 2015 have worked with implementing PCP and a PCP-culture at different levels and in different ways we must acknowledge, that changing an actual practice/culture is a highly complex process, which is consistent with implementation literature. Person-centred leadership is both a complex, contextualized, relational and dynamic practice, therefore a three-days course is not enough for changing actual practice, but it can be a starting point.