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Aims. This study investigated to what extent servant leadership and new job demands are associated with employees’ workaholism and work-related self-efficacy. The job demands and resources (JD-R) model (Bakker & Demerouti, 2007) was used as the theoretical framework of the study. The job demands included challenges related to multiple venues of work, work time extending to free time, and challenges related to multiculturalism at the work place. Servant leadership was investigated as a job resource. Previously it has been found that servant leadership is positively associated with well-being in the workplace. However, there have been contradictory results about the impacts of new job demands. Following the JD-R model, we hypothesized that servant leadership is positively associated with self-efficacy and new job demands are positively associated with workaholism. Methods. This study is a part of an occupational health study, in which employees (N = 1415) from three big organizations participated. The participants filled in a questionnaire concerning workaholism, work-related self-efficacy, and job demands and resources. The data was analyzed using hierarchical regression analysis. Results and conclusions. The results showed that work time extending to free-time, challenges relate to multiculturality, and servant leadership were positively associated with workaholism, but multiple venues of work did not predict workaholism. Servant leadership was positively, and challenges of multiculturality were negatively associated with work-related self-efficacy. Servant leadership also buffered against the negative impact of multiculturality challenges on self-efficacy. As a conclusion, the servant leadership appears to be a good social resource that can be useful for organizations. In addition, there should be open conversations in organizations about the new job demands, in order to prevent workaholism and promote work-related self-efficacy.