The multitude of changes occurring in society increasingly call upon leaders to engage in more participative, servant-oriented approaches to leadership. At the same time, these changes are likely increasing the stress and strain that leaders face on a daily basis. Thus, those who would answer the call to serve and lead face the challenge of withstanding the pressures of the day. This research study explores this challenge by testing the relationship between self-perceived psychological hardiness and servant-leadership within the context of a public institution of higher education. If a strong positive relationship exists between these variables, then this may further support the validity of servant-leadership as a model for effectively leading institutions in today's high-change, high-stress society.