This study examined the relationship between conflict management style and job burnout, considering the mediating variable of role ambiguity in public sector accounting. The population under study is all public sector accountants (at the professional level), including government agencies, municipalities, and organizations under the judiciary, such as document registration, etc., throughout the country. In this way, the sample size was 135 people. A random sampling method was also used. The present research is of applied type and is classified as descriptive-correlational research. A reference questionnaire was used for data collection. Then, data analysis was done using SPSS version 22 and Smart PLS version 3 software. The results showed a significant relationship between conflict management style and role ambiguity. A negative and significant relationship exists between Cooperative leadership style and role ambiguity. A positive and significant relationship exists between Dominant leadership style and role ambiguity. A positive and significant relationship exists between Avoidance leadership style and role ambiguity. There is a significant relationship between role ambiguity and job burnout. There is a significant relationship between conflict management style and job burnout. A negative and significant relationship exists between cooperative leadership style and job burnout. A positive and significant relationship exists between dominant leadership style and job burnout. However, no significant positive relationship between Avoidant leadership style and job burnout was found. Role ambiguity has a mediating role in the relationship between conflict management style and job burnout. Role ambiguity plays a mediating role in the relationship between collaborative management and burnout. Role ambiguity plays a mediating role in the relationship between management avoidance and burnout. Role ambiguity plays a mediating role in the relationship between dominance management and burnout.