This research paper explores the influence of servant leadership within a Job Demands-Resources (JD-R) based model in the higher education sector. The study focuses on the context of Vision 2030 (V30), the national development strategy of Saudi Arabia, emphasising the need for adept leadership to drive organisational transformation. The paper highlights the critical role of the Saudi Arabian higher education (HE) sector in achieving V30’s goals. Servant leadership, characterised by a focus on employee needs, growth and empowerment, aligns with the changing dynamics of the workforce, particularly the presence of Millennials and Generation Z. Traditional hierarchical leadership approaches may not meet the expectations of these younger generations, necessitating alternative leadership styles. The JD-R model provides a theoretical framework for understanding how job demands and resources influence employee outcomes. By leveraging this model, organisations can allocate adequate resources to meet job demands and empower employees to effectively cope with challenges. Servant leadership, with its emphasis on employee well-being and development, is expected to have a positive impact on employee psychology and behaviours. The research highlights the need for further investigation into the benefits of servant leadership in the Saudi Arabian HE sector. By embracing servant leadership and the JD-R model, Saudi Arabian HE institutions can navigate challenges, foster innovation, and promote excellence, in line with V30 objectives. Flowing from this, a guiding conceptual model for exploring servant leadership in the Saudi Arabian HE sector is proposed. A proposed qualitative case-study-based study is detailed to holistically investigated the conceptual model.