Background: Empirical knowledge highlights the significant role of leadership in promoting a person-centred approach in healthcare, where leaders act as role models in establishing such practice. Person-centred practice has been shown to improve employee satisfaction and enhance the quality of care. However, despite this knowledge, little research has explored leadership in home care services and how leaders’ practice aligns with established frameworks for person-centred practice. Aim: To explore leaders' perspectives on person-centred practice in home care services. Methods: This qualitative study was based on semi-structured interviews with first-line managers in home care services across several Norwegian municipalities. Data were analysed using Braun and Clarke’s reflexive thematic analysis, guided by a theoretical framework for person-centred practice. Results:  Leaders demonstrated limited knowledge of person-centred leadership. Their facilitation of person-centred practice primarily focused on creating a positive psychosocial work environment and recognising employees as unique individuals. They emphasised being visible and accessible, serving as role models and fostering openness and freedom of expression within the teams. Employees were encouraged to use their skills and exercise autonomy in organising their workday. Time constraints emerged as a major organisational barrier. Most leaders felt they were treated according to person-centred principles by both superiors and employees.  However, administrative demands were experienced as challenging and at times in conflict with person-centred leadership. Conclusions: The findings suggest that although leaders reported limited explicit knowledge of person-centred leadership, their everyday practices reflected many of its core principles, particularly in fostering supportive relationships and positive work environments. At the same time, they described perceived barriers, including limited time and certain administrative demands they experienced as challenging. This study contributes new insights into person-centred leadership in home care services, an underexplored area, and highlights implications for leadership development and organisational strategies to strengthen person-centred practice.