Leadership is one of the most crucial skills in developing a restaurant s organizational climate. Therefore, the following general objective for this research was elaborated: to identify the impacts caused by the type of leadership developed in French restaurants and to compare the restaurants in Rio de Janeiro and Tahiti. The research sought to analyze the concepts of leadership, its most used models in restaurants, its importance and the organizational environment that surrounds it. Finally, analyze French cuisine, as the study was focused on the leadership of French restaurants. Data were collected through a qualitative research, using as methodological procedures a descriptive and exploratory approach associated with bibliographical research in books, articles, theses and dissertations. The qualitative research was carried out through interviews with five restaurant leaders, located in Rio de Janeiro and Tahiti, who answered five questions related to types of leadership, organizational climate and restaurant organization. In addition to the interviews, an online questionnaire was conducted, aimed at chefs and cooks, in order to understand how employees relate to each other and to their tasks. The results showed a comparison between the Brazilian and French leadership models, and good leadership is in the balance between the two models. During the interviews, they demonstrated that they are dissatisfied with the organizational climate of the restaurant, that is, the relationship between leaders and employees was precarious, showing discomfort and lack of motivation. It is concluded, through the collected sample, that the general objective was contemplated, that is, it was possible to identify the impacts caused by the type of leadership developed in restaurants.