Abstract: This study investigated the influence of cultural capital and social capital in the manager’s performance. It was performed a cross-sectional survey with 180 managers of a capital goods multinational company based in Brazil. It was used an adapted scale from statements proposed by Pishghadam, Noghani, Zabihi to assess the cultural and social capitals of the leaders. For the performance self-evaluation, it was used a scale based on the task aspect according to Borman and Motowidlo. For the performance in leadership, it was used a scale used for the company to evaluate managers. The scale is based on factors related to the styles theory or leadership behaviors that can be related to concepts based on the hierarchical taxonomy developed by Yukl, Gordon and Taber. The methodology was grounded on statistical analysis relevant to the validation of the scale and through the PLS (Partial Least Square) approach. The construct "cultural capital" presented a R2 of 36.10% and it is explained by the "social capital" construct. The construct "performance self-evaluation" presented a R2 of 39.73% and it is explained by the constructs "social capital", "people leadership", "change leadership" and "cultural capital". It was found at the 1% level of significance that the higher the social capital, the greater will be the cultural capital and also that the higher the social capital, the greater will be the performance self-evaluation. At the 5% level of significance, it was found that the higher the social capital, the greater will be the change leadership.