Person-Centred Leadership Background: The Department of Haematology and Oncology collaborated with Professor Brendan McCormack to develop person-centred leadership (PCL). This focus emerged after three years of research into person-centred practice (PCP) in nursing, which revealed that leaders concentrated on patients and staff while neglecting their own leadership practices. To support a multidisciplinary PCP culture, we introduced PCL to all middle managers and department heads.Content: Two joint theme days were held at the end of 2024 and early 2025. These focused on what constitutes a good working life for leaders—how it can be recognised, its link to well-being and job satisfaction, and the core values underpinning effective leadership. The sessions were followed by two 2-hour meetings linked to another leadership course, ahead of the departments’ relocation to a new hospital wing. All activities were facilitated by an external consultant.Outcomes: The leadership group formulated shared core values as the foundation of the PCL programme. Through discussions and learning sessions, they explored both personal leadership and leadership practices. The process enhanced awareness of: The link between personal well-being, staff well-being, and patient satisfaction Organisational dynamics and leadership Dilemmas and boundaries in PCL Motivation and authenticity in leadershipConclusion:  Leaders tend to prioritise staff and patient well-being over their own. However, a structured, externally facilitated programme can significantly improve leadership development when time and planning are prioritised. A key motivator for PCL is its positive effect on staff and patient outcomes. Understanding these connections is essential. Overall, we observe a shift toward planning courses and theme days with PCP as a central theme, indicating a growing PCP culture at ZUH and nationally.