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In this study, the concepts of servant leadership and emotional labor were discussed and aimed to reveal the role of servant leadership behaviors on employees' emotional labor behaviors by questioning the relationships between these concepts. The research was carried out on 343 academicians as survey research. Servant leadership was represented by empowerment, accountability, standing back, humility, courage, interpersonal acceptance, and stewardship dimensions. In contrast, emotional labor behavior was represented by surface acting, deep acting, and genuine acting dimensions. After performing the necessary statistical analyzes on the data obtained from the participants, the following conclusions were reached: None of the servant leadership behaviors have significant effects on surface acting; In contrast to the negative effects of standing back on deep acting, accountability and humility have positive effects on it and finally, accountability and interpersonal acceptance have positive effects on genuine acting.