Social capital represents a mechanism to achieve social objectives, which tends to reproduce itself through the links of Civil Society Organizations (CSOs). These organizations implement projects to serve vulnerable groups, particularly through public resources such as the Social Co-Investment Program (PCS). In this field, leadership processes have the capacity to mobilize resources that lead to new social realities, depending on different situations that members face in these organizations. The objective of the document is twofold.
First, it identifies the characteristics of the situational leadership used in the recurrent CSOs of the PCS in the 2009-2012. Second, it describes the importance of the leadership process in the creation of social capital in CSOs. A two-section questionnaire is applied to a sample of 141 CSOs. In the first part, the proposal of Hersey et al. (2001) of the LEAD-Self instrument and in the second one, it is sought to establish the perception of the respondents about the contribution of that leadership. Leadership processes are observed with low levels of efficiency, flexibility, breadth and adaptability, conditioning the creation of social capital and, therefore, the effectiveness of projects co-financed by the PCS.