The present study investigates how leadership styles can lead to burnout and organizational engagement via sample of 100 officers from the executive arm of the Punjab Police Department. A random sampling method was used based on primary sources. The required information was obtained from Bahawalpur District police. Data analysis for this research is done using correlation and multiple linear regression, while Cronbach's alpha is used to evaluate the survey instrument's reliability. Additionally, the regression results show that there is no considerable and instantaneous effect of transformational leadership on job burnout. In addition, transactional and laissez-faire leadership styles significantly lead to job burnout. In the Punjab Police Agency, its leadership applies transactional and laissez-faire approaches which results rise in turnover levels year after year within the organization. Given the results, senior management should therefore consider and implement guidelines that encourage revolutionary approaches towards managing people in leadership to minimize burnout.