Leaders often face challenges in understanding their impact on employees' well-being and engagement, which significantly influences organizational outcomes. To effectively address the dynamic demands of rapidly evolving technological environments, leaders require advanced leadership skills combined with sensitivity toward employee experiences. Although prior research has established a relationship between leadership styles and employee burnout, the moderating roles of job autonomy and mental health remain underexplored. This study aims to bridge these gaps by examining transformational and servant leadership styles within a moderated model. Specifically, it investigates how job autonomy and mental health moderate the indirect effects of these leadership styles on employee burnout. An empirical analysis was conducted using survey data from 211 employees in the Information Technology (IT) industry. The results revealed that both transformational and servant leadership were positively associated with burnout, contrary to conventional expectations. Furthermore, higher job autonomy was unexpectedly linked to increased burnout, while better mental health predicted lower burnout levels. Job autonomy notably amplified burnout under servant leadership conditions. Additionally, the study identified gender disparities, with female employees reporting higher levels of burnout. The findings contribute theoretical insights into leadership-related resource dynamics and offer practical implications for enhancing employee well-being in organizational settings.