<p> The following study discusses servant leadership in relation to the larger topic of global leadership. It derives composite definitions for each from the literature and offers a philosophical foundation for servant leadership in order to prepare for a discussion of the problem of lack of construct consensus in current servant leadership empirical research. An exhaustive literature review supplied a quantitative, cross-cultural study with established measures of reliability and validity. The current research replicated this study as it provided an instrument with a small number of constructs offering simplification for servant leadership construct consensus. Two changes were made, however, in methodology. First, respondents were tested from a newly introduced, multiple-leader model of leadership rather than the single-leader model in the original study. Secondly, culture was assigned to control variable status and a numerical value recorded for both countries. The data was then analyzed using measures consistent with the original study in order to compare results between the original single-leader and the new multiple-leader models as well as multiple-regression to see if culture can be predicted through a combined database of all respondents from both countries. The multiple-leader model provided more consistent construct evaluation across the specific high and low power-distance countries studied with generally equivalent or reduced standard deviations than the single-leader model. Culture cannot be predicted from the constructs as recorded. Structural equation modeling (SEM) was used to verify a lack of correlation between constructs in contrast to standard statistical program outputs.</p>