To be clear: XP and Kanban are different things. XP has prescribed engineering practices, most forcefully that development should be done via pair programming for continuous code review. Kanban prescribes no engineering practices and could be used in lots of non-engineering contexts (e.g., your marketing team could take all of their tasks, put them in a prioritized backlog, then track the progression of those tasks across Todo/Doing/Done/Blocked and that would still be Kanban). Kanban is great for teams in maintenance mode with a steady in/out of smaller tasks in their backlogs, but it's not great for helping your customers get an idea of when they might see a new product or feature.

I do find it odd that people describe Scrum as "leading to burnout" or a "death march", and I'm guessing most people who do either have not worked in waterfall IT projects that preceded widespread Agile or they're part of "Agile" teams that do waterfall development in two-week chunks with daily standups. (Maybe both.)

Scrum practiced well brings the essence of small-town democracy into the workplace. You have to work a late night the day before sprint release? You were in the room when the team agreed to the body of work that would be committed for delivery in this sprint. You just slapped it together until it works? You'll get to accommodate 0-point bugs in a future sprint, and perhaps you can have a conversation in your team's retrospective about why velocity went down that week. (Speaking of: how many other professions get to have a candid conversation with management about what's going well and not going well on a regular basis? Not many, it's a real privilege!) There are certainly deviations from this, but in my experience Scrum teams' problems are generally of their own making, and many of those problems are refined away over time as teams grow and better define their norms.