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Drawing from research on meaningfulness at work, contingent leadership, and ethicality, the authors investigate the relationship between servant leadership and meaningfulness at work, as well as how this relationship might be moderated by leader's ethical sensitivity. Data captured from 154 employees of companies from different sectors show that servant leadership enhances meaningfulness, especially at higher levels of leader's ethical decision making capability. These findings have significant implications for HRD research and practice. [ABSTRACT FROM AUTHOR]