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We examined the process of leaders’ resource loss through servant leadership behavior (SLB) based on conservation of resources theory. Participants were 72 department managers each paired with 1 of their subordinates, who were employed by 5 enterprises in Eastern China. We used the experience sampling method and asked the department managers to complete a 10-day diary survey. The employees filled in a conscientiousness scale. A multilayer linear model was used for data analysis. The results show that as participants’ SLB led to daily resource loss, the relationship between their work and their family life deteriorated. In addition, employee conscientiousness acted as an escape valve, slowing the loss effect of SLB, and indicating that servant leaders experience less resource loss and emotional exhaustion when employees have a strong sense of responsibility. These results broaden understanding of and provide new insight into the role and practice of SLB.