The purpose of this research was to explore the relationship between two variables, "servant leadership" and "job satisfaction," among management, executive staff, and faculty at Alabama's five regional universities: Jacksonville State University, Troy University, the University of Montevallo, the University of North Alabama, and the University of West Alabama. A total of 610 employees participating had usable surveys, 54% of the target population. These employees were stratified by job level, level of education, length of employment, age, and gender. Their perception of their President's or Chancellor's level of servant leadership was correlated to their own intrinsic and extrinsic job satisfaction. The level of contribution of five tenets of servant leadership, "Love," "Humility," "Vision," "Trust," and "Empowerment," were also correlated to the employees' job satisfaction. Low component factor loadings for "Trust" and "Extrinsic Job Satisfaction" led this researcher to add an alternative analysis, combining "Love," "Trust," and "Empowerment" into a new attribute named Agape and using a composite of overall Job Satisfaction. The survey instruments employed were the "Servant Leadership Assessment Instrument" (Dennis, 2004) and The Mohrman-Cooke-Mohrman Job Satisfaction Scale (Mohrman, et al., 1977). Servant leadership was measurable in these institutions, with the attribute of "Humility" being the strongest. Employee intrinsic job satisfaction was slightly higher than their extrinsic job satisfaction. The highest correlations between being led by a servant leader and resulting job satisfaction were found in those employees who are older, have more education, have worked longer, and/or are employed in positions of greater responsibility within the organization. Recommendations are offered for practice and further research. In practice a leader, desiring to be a servant leader, should ask, how do my character traits affect my followers? Do I exhibit behaviors which are improvable? Who is my customer? Universities should capitalize on the idea that Leadership Institutes in higher education are the perfect place to introduce young managers who might be pursuing a master's degree to the positive attributes and outcomes of practicing servant leadership. Areas for further research include stratifying the research to determine if servant leadership is practiced at multiple levels in the same organization, replicate the research in another state, use a different survey instrument, have the leader self-determine their leadership style and correlate to their employees perceptions, substitute organizational commitment for job satisfaction, and explore the anomaly of a larger difference in correlation coefficients based on gender. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]