Abstract: This article examined the effectiveness of servant leadership as it is implemented in companies. This paper discussed the difficulties associated with servant leadership and the corresponding accountability requirements. This study contends that companies are struggling to incorporate the concept of servant leadership and accountability. Servant leadership, a concept introduced by Robert K. Greenleaf in 1970, signifies a fundamental change in leadership approaches by highlighting the leader's primary position as a servant. This leadership concept places high importance on the needs and growth of followers, promoting a culture that emphasises empathy, community, and ethical conduct (Asree, Zain, & Rizal Razalli, 2010). In contrast to authoritarian leadership styles that prioritise hierarchy and control, servant leadership emphasises power-sharing and empowering people (Shekari & Nikooparvar, 2012; Goffar, 2024). The study found that servant leadership promotes team members' development and well-being. This resulted in a strong anticipation that those assuming leadership roles would demonstrate servant leadership by prioritising the needs and well-being of the people they collaborate with. Leaders in organisations often deviate from the expectations of their subordinates and others who rely on their leadership, resulting in a lack of adherence to servant leadership principles. Servant leadership and accountability are closely interconnected concepts essential to every well-functioning organisation. The theoretical study is based on the epistemological comparison and foundation of servant leadership philosophy and its principles. However, it relied on a literature review to establish its foundation, reasoning, essence, and goal to formulate its findings and conclusions. The document compiled information on researchers' perspectives on servant leadership and accountability from relevant publications, journals, and books. The article uncovered that business leaders are criticised and stigmatised for failing to practise servant leadership and accountability. The report furthermore uncovered that leaders in organisations exhibit a significant amount of arrogance and indifference after they assume positions of responsibility. The paper's conclusion advocates for enhancing and restructuring organisational policies on leadership, specifically focusing on how leaders should effectively lead and engage with the workforce or employees.