The purpose of this quantitative exploratory research was to investigate the influence of essential servant leader behavior on the organizational environment. In the knowledge-based economy, the organizational environment requires members with a reciprocal sharing behavior. Without the sharing of unique talents (i.e., knowledge) among organizational associates, employee skills cannot be recognized and developed, and reduced competency thwarts worker engagement. This study tested the predictive capabilities of essential servant leader behavior (Winston & Fields, 2015) to develop reciprocal expectation and knowledge sharing among coworkers. Hierarchical regression analysis revealed a significant mediating influence for both anticipated reciprocal relationships and knowledge sharing on the relationship between essential servant leadership behavior and worker engagement but failed to reveal any noticeable moderation effect from worker discernment. The results of this research show servant leadership theory offers the prospect of a moral-based leadership model through which multilevel (i.e., individual, group, and organizational) activity is positively influenced. A new research area linking organizational climate to servant leadership behavior emerges through Parris and Peachey's (2013) conceptual support extending servant leadership as a positive influence on the work climate. This study established relationships linking essential servant leader behavior, organizational climate, employee sharing behavior, and worker engagement. Grounded in theory suggesting servant leadership as a leadership style with a moral underlining, this study offers a new way of thinking about follower motivation.