Many studies of organizations that employ the servant leadership model have been conducted, but there is a lack of empirical research on the relationship between servant leadership and staff job satisfaction in religious educational institutions that do not pay their staff. Therefore, a study of the correlation between servant leadership style, self-funding level, and staff job satisfaction was beneficial to provide opportunities, understand reasons, and identify strategies toward better staff retention. The purpose of this quantitative correlational study was to explore the relationship between perceived servant leadership and job satisfaction, while examining the potential moderating effect that self-funded support has on this relationship. The researcher collected non-experimental quantitative data from the teachers of Black Forest Academy (BFA) in Kandern, Germany, a school which is staffed by self-funded volunteers. The study utilized Laub's (1999) OLA instrument (a 66 item five-point Likert scale questionnaire to determine the level of servant leadership being practiced by the administrators and the level of job satisfaction of faculty and staff). The data collected also indicated the level of self-funding. All of the teachers at BFA, which includes a total of 70 teachers, were asked to participate in this study. Demographic questions were added to the OLA with the approval by the author of the OLA instrument, Dr. Laub, which included: (a) gender, (b) number of years worked at BFA, (c) number of years in current educational/dorm position, (d) level of support or self-funding, and (e) reason participants planned to leave BFA. Results of a Pearson correlation revealed that servant leadership and job satisfaction were significantly positively correlated. However, the results of a Spearman correlation and a moderation analysis using hierarchical linear regression revealed that servant leadership and self-funded support were not correlated and that self-funded support did not moderate the relationship between servant leadership and job satisfaction, respectively. The results of the study identified the impact of self-funded support on job satisfaction and perceptions of servant leadership as insignificant. The data indicated the perception of staff leaving due to lack of funding was incorrect, demonstrating a deep sense of motivation among staff who possess a servant attitude and serve not for financial gain. The major recommendation of this study is to further explore the reasons and impact of staff turnover and develop programs to address turnover and increase retention in servant leadership style organizations. Further research might also include comparative studies of two or more similar institutions in different geographic locations, such as Asia or Africa, seeking to identify the common reasons affecting staff job satisfaction and retention. [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.]