In this study, the negative relationships between distributive and procedural justice and job burnout were expected. When employees perceived fair treatment from their organization, fair treatment could be considered a critical job resource to them and would diminish the magnitude of their stress and job burnout. Additionally, transformational and transactional leadership would work be working as the moderators in the relationship between distributive and procedural justice and job burnout. Because transformational leader would exert positive influenced influence toward employees, we expected this would intensify the negative relationships between distributive and procedural justice and job burnout. Conversely, transactional leadership would make employees be under the pressure of developing performance. Employees could feel the pressure for increasing the performance and decreasing the mistakes because of transactional leadership. Therefore, we expected that transactional leadership would weaken the negative relationships between distributive and procedural justice and job burnout. While the relationships between distributive and procedural justice and job burnout were analyzed in an individual level, especially, the moderating effects of two types of leadership were analyzed in a organizational level. To investigate these hypotheses, we used survey questionnaires data which 288 employees in nursery facilities completed from 58 groups. At first, there was a significantly negative relationship between procedural justice and job burnout, while there was not a significant relationship between distributive justice and job burnout. Secondly, transformational leadership strengthened the negative relationship between procedural justice and job burnout while transactional leadership weakened the relationship between them. However, two types of leadership didn't play the role of moderator in the relationship between distributive justice and job burnout.