<p>Although the beneficial outcomes of leader–member exchange (LMX) and servant leadership have been acknowledged in the literature, there is still a lack of research examining how these two variables jointly affect job satisfaction. Moreover, the role of organizational justice as a mediator in this relationship has not been sufficiently examined. This study examines the impact of LMX and servant leadership on employee job satisfaction, focusing on the mediating role of distributive and interactional justice. To achieve the research goal, self-administered questionnaires were distributed to employees working in non-governmental organizations in the Kurdistan Region of Iraq. The sample size was 235 respondents, who were selected using a simple random sampling method. Structural equation modelling with Amos 20 software was used to examine the hypotheses. The results showed that neither LMX nor servant leadership has a direct effect on job satisfaction. However, both distributive justice and interactional justice have significant positive effects on job satisfaction. Furthermore, LMX has a significant positive effect on interactional justice but does not significantly influence distributive justice. In contrast, servant leadership significantly and positively affects both distributive justice and interactional justice. Finally, it was found that interactional justice fully mediates the relationship between LMX and job satisfaction, whereas distributive justice does not mediate this relationship. In addition, both distributive justice and interactional justice fully mediate the relationship between servant leadership and job satisfaction. Accordingly, LMX and servant leadership have an indirect effect on job satisfaction through specific dimensions of organizational justice: distributive and interactional justice. This research has important theoretical and practical implications for researchers and practitioners.</p>