This study examined whether group-level transformational leadership and transactional leadership serve as moderating variables in the relationship between individual-level distributive justice and procedural justice and job burnout. At the individual level, the perception that distributive justice and procedural justice have been secured can serve as job resources for employees and was predicted to reduce job burnout. Additionally, the negative relationships between the two types of justice and job burnout may vary depending on group-level transformational/transactional leadership. Transformational leaders can form positive relationships through behaviors such as presenting a vision to subordinates and instilling confidence that the vision can be achieved. Therefore, it was expected that transformational leadership would further strengthen the negative effects of distributive and procedural justice on job burnout. Conversely, group-level transactional leadership, by treating subordinates through transactional relationships, may instead impose a burden on subordinates. This was predicted to diminish the effects of distributive and procedural justice on job burnout. To test the hypotheses, 288 childcare teachers from 58 childcare facilities were selected as the sample, and HLM (Hierarchical Linear Modeling) was used for the analysis. The results showed that at the individual level, distributive justice did not reduce job burnout, while procedural justice did reduce job burnout. Furthermore, group-level transformational leadership enhanced the strength of the negative relationship between individual-level procedural justice and job burnout, while group-level transactional leadership diminished the strength of the negative relationship between these two variables at the individual level. However, neither type of leadership played any role in the relationship between distributive justice and job burnout.