Abstract: There is a demand for nursing leadership to create a healthy work environment for nursing practice, which is crucial for maintaining an adequate workforce (Shirey, 2006). Rother and Lavizzo-Mourey (2009) predicted that by 2025 the nursing shortage may reach as high as 500,000 U.S. nursing vacancies. The purpose of this study was to examine the relationship between servant leadership (SL) characteristics of nurse leaders and the perceptions of empowerment among their followers. Servant leadership has emerged as an effective leadership style that prioritizes developing the full potential of followers (Liden, 2013). Current research suggests an empirical link exists between servant leadership and empowerment (Liden, Panaccio, Meuser, Hu, & Wayne, 2011; Van Dierendonck, 2011). An empowered workforce is able to handle unstable environments (Liden, 2013) such as the nursing shortage. In 2015, 51 nurse leaders and 237 direct-reports from workplace units in a multifacility health system completed the Servant Leadership Scale (SLS) and a demographic questionnaire. In addition, the direct-reports completed the Psychological Empowerment Inventory (PEI). A convenience sampling technique was utilized to assist in obtaining participants for this quantitative study. An independent samples t-test was used to analyze the data. It was found that a relationship existed between nurse leaders that were rated as servant-leaders by their direct-reports, and the direct-reports’ perception of empowerment. However, it was found that no relationship existed between the nurse leaders’ self-evaluation on the SLS and the direct-reports’ evaluation of their nurse leaders on the SLS.