Following highly mediatized corporate scandals (e.g., Kirchner 2010; McLean and Elkind 2003), recent research has emphasized the importance for leaders to behave ethically (Dinh et al. 2014) and for organizations to give back to the community in which they operate (Sun 2013). Researchers and practitioners alike have also shown increased interest in the development of leaders who put the interests of their followers and organizations ahead of their own (e.g., Arkin 2009; Boyatzis and McKee 2005; George 2003; Liden et al. 2008; van Dierendonck 2011). In the same vein, followers are increasingly seeking leaders who take care of their relationship with them, demonstrate trustworthiness, build loyalty in their teams, and focus on followers’ growth (e.g., Carter and Baghurst 2014; Nichols and Cottrell 2014). As a response to these emerging trends and expectations, scholars (e.g., Liden et al. 2008, 2014; Parris and Peachey 2013; van Dierendonck 2011) have recently rediscovered and turned to servant leadership (Greenleaf 1970, 1977), a model of leadership that concentrates on the development of employees’ full potential, as an approach to leadership that has the capacity to meet the above challenges. Servant leadership depicts leaders’ first purpose as serving more than leading, stresses the importance of personal integrity, and acknowledges that organizations’ responsibilities should extend to the community and the society (Carter and Baghurst 2014; Graham 1991; Greenleaf 1977, 1998; Liden et al. 2008, Parris and Peachey 2013). Servant leadership also focuses on the development of strong, long-term relationships between leaders and employees (Liden et al. 2008). Because leaders personify the organization (Eisenberger et al. 2002; Liden et al. 2004), servant leaders also contribute to strengthen the relationship between employees and the organization (e.g., van Dierendonck et al. 2014). Yet, as employee–organization relationships are multifaceted (Coyle-Shapiro and Shore 2007; Meyer and Allen 1991; Shore et al. 2009; Tsui et al. 1997), the nature and strength of the relationship with the organization that servant leaders come to develop among their followers remains unclear. Furthermore, the fact that servant leaders aim to influence followers’ attitudes and behaviors without relying on positional or authoritative power (Carter and Baghurst 2014) raises questions regarding how they ‘‘lead’’ employees to positively contribute to the organization and refrain from engaging in negative behavior (Neubert et al. 2008; van Dierendonck et al. 2014). Accordingly, this paper aims to explore the relationships between servant leadership and organizational commitment components, which capture different bases for employees’ relationship with the organization (i.e., affective, normative, and continuance, the latter including ‘‘perceived sacrifice’’ and ‘‘few alternatives’’ dimensions; Bentein et al. 2005; Meyer and Allen 1991), voice behaviors, which refer to the expression of constructive ideas to improve work procedures (Van Dyne and LePine 1998), and antisocial behaviors, which represent behaviors that cause harm to others or the organization (Robinson and O’Leary-Kelly 1998).