Servant leadership, despite being grounded in an ethical and human-centered foundation, can respond effectively to complex and changing environments only when it is institutionalized within the organization through dynamic and implementable mechanisms. The present study aimed to represent the dimensions and components of servant leadership and explain the role of dynamic leadership logic in their situational activation. The study adopted a qualitative approach and was methodologically based on a systematic literature review and qualitative content analysis. Following the identification, screening, and examination of scientific sources, 133 articles were included in the analysis, and the relevant statements were analyzed through coding, categorization, and theme extraction. The findings led to the identification of five main themes—delegation of authority; rewarding value creation rather than merely sales; coping with change and crisis; discovering employees’ individual values; and aligning individual goals with brand values—along with 25 categories and 100 non-redundant codes. The results demonstrated that dynamic leadership is not a substitute for servant leadership; rather, it provides the logic for adjusting the levels of support, delegation, control, and intervention according to the individual and the situation. It is recommended that these dimensions be institutionalized in managerial development, performance appraisal, reward, crisis management, and career-path systems and tested through field-based and longitudinal studies.