Abstract
This study examines the implementation of servant leadership and its relationship with service quality at the Cijunti Nutrition Fulfillment Service Unit (SPPG). Using a qualitative case study approach, the study involved seven groups of informants: the head of partners, head of SPPG, nutritionists, accountants, field assistants, chefs, and volunteer representatives. Data were collected through in-depth interviews, participant observation, and documentation studies and analyzed using the interactive model of Miles, Huberman, and Saldaña. The findings show that servant leadership was particularly evident in listening, empathy, healing, non-coercive persuasion, and building a work community, while structured staff development and long-term innovation were less prominent. These practices were associated with maintained service quality across the five SERVQUAL dimensions: tangibles, reliability, responsiveness, assurance, and empathy. However, implementation was constrained by limited structural authority, varying volunteer discipline, limited raw material supplies, menu policy restrictions, and potential operational budget pressures. The study concludes that servant leadership supports service quality but functions within institutional and operational constraints