Abstract
This study was conducted to compare the transformational and transactional leadership styles existing in Australian and Nepalese small restaurant businesses and compare the leadership associated behaviours. The study targeted employees working in small restaurants, take-away shops, small fast-food outlets, cafes, and restaurants that come under the category of small enterprises. The participants were secured by using a convenience sampling strategy. The collection of data was done using a multifactor leadership questionnaire (MLQ). Reliability and validity of the data were carried out by employing Cronbach's alpha for convergent reliability, composite reliability, factor analysis and correlation analysis of variable for discriminant validity. Descriptive statistics of the data measured central tendencies of the data employing mean and dispersion of the data was measured by standard deviation. One-way Multivariate Analysis of Variance (MANOVA) and one-way Analysis of Variance (ANOVA) were used for testing of the hypothesis. The study concluded that transformational leadership behaviour was exhibited more in Australian managers/owners and idealised influence, inspirational motivation and contingent reward were exhibited more by Australians.