During the global pandemic, the US labor market experienced a surge in employee turnover, aptly called the Great Resignation (Montaudon-Tomas, Amsler, Pinto-López, Malcón-Cervera, Int Trade J 37:135–142, 2023). On its heels followed quiet quitting, a phenomenon in which a growing number of employees, upward of 50% of US workers, according to a Gallup poll, were disengaged from their work (Harter, Is quiet quitting real? https://www.gallup.com/workplace/398306/quiet-quitting-real.aspx, 2022). Workers who perceive a mismatch or lack of fit between themselves and their environment (e.g., job, supervisor, organization) became dissatisfied and underperformed (Kristof-Brown, Zimmerman, Johnson, Pers Psychol 58:281–342, 2005; Pervin, Psychol Bull 69:56–68, 1968). A unhappy workplace affects employee’s well-being and has contributed to staffing shortages, wasteful work, stress, and burnout (Sherman, Blum, Am J Nurs 119:66–69, 2019). It is the manager’s responsibility to establish an enjoyable workplace for their employees (Deming, The new economics for industry, government, education. MIT Press, 1994), and “a culture that supports joy should increase the likelihood of employees creating joy for others, including peers and supervisors” (Winston, Bocarnea, J Biblic Integr Bus 25:43–53, 2022, p. 44). Gen Z’s beliefs and values around leadership, including servant leadership, are shaped by various cultural, social, and economic factors (Van Hees, Leading with joy: an approach to employee well-being and person-supervisor fit, Unpublished dissertation). This chapter examines how servant leadership principles can positively impact the changing face of the workplace with movements such as the Great Resignation and quiet quitting.