Today there has been a shift in the organizational structure in our schools (Murphy and Seashore Louis, 1999). These include educational leadership shifts in roles, relationships, and responsibilities; the alteration of traditional patterns of relationships; and the fact that authority tends to be less hierarchical. Senge (1990) believes systems that change require a variety of leadership types at different times in organizational development. As schools move toward democratization, it appears that servant-leadership may be one such vehicle for possible systems change, within educational organizations. Servant-leadership is not a panacea. It is a transformational, democratic form of leadership that requires time to implement and to provide abundant opportunities to involve all members of the learning community. The following paper will present the theoretical framework of servant-leadership, a concept identified by Robert K. Greenleaf in his seminal work, "The Servant as Leader" (1970/1991), and link servant-leadership to current literature on democratic schools. The paper will conclude with suggestions for the sustainable development of servant-leadership in the educational milieu. (Contains 37 resources.)