This study employs the Job Demands-Resources (JD-R) model to examine the effects of psychological empowerment and psychological safety on employee’s job burnout. The mediating effect of cognitive dissonance and the moderating effect of trust in supervisor are explored as well. Analytical results based on a sample collected from Mongolian business workers with a dyadic approach support most of the Hypothesis. The study contributes to the burnout research by identifying how employees’ psychological resources result in their psychological mechanism which in turn affects their psychological health. An exploration of the moderating role of leader-member exchange also advances our understanding of the effects of leadership on employees’ psychological adaptation. Implications and limitations are discussed.

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