Background: At Zealand University Hospital, Denmark (ZUH), it is a strategic goal for nursing and allied health professionals (AH), that the treatment and care is person-centred. If such an ambition is to succeed, leaders at all levels must act as genuine role models. However, if the leaders themselves don’t experience connectivity (1), have confidence and knowledge about person-centred practice, moving from ‘person-centred moments’ to ‘person-centred cultures’ it is not likely to happen.(2) Aims and method: Over a period of 10 years, leaders across the leadership span, have been offered targeted facilitation processes from a person-centred research perspective, facilitated by academically trained staff (3). This included: Participation in journal clubs and continuing action-learning sets for chief nurses/AH (4); facilitating practice development in the ward-managers network; conducting research focusing on how person-centred nursing leadership may be strengthened (5); facilitating a pilot-course in practice development for leaders; initiating person-centred national conferences for ward managers; facilitating leadership writing processes and participation in international collaboration evaluating programs aimed at developing leaders in person-centred practice. Results: Many leaders have become inspired by the idea of person-centredness, but the person-centred vision is not solidly embedded throughout the hospital yet. However, the number of ‘person-centred moments’ led by leaders at ZUH is raising. One important example of this is the publication of the book “Leaders with determination and courage” (6), where leaders across the leadership span described their own experiences with supporting practice development. Conclusion: Culture change is a difficult, dynamic and continuous process and person-centred values are challenged and under pressure in today’s health care systems. The person-centred research regarding leadership roles at ZUH demonstrates that there is still a need for a shift in focus from strengthening individual leadership resilience to the establishment of healthful and resilient cultures in accordance with person‐centred leadership (7).