Although transformational leadership behavior (TLB) has been linked to a number of positive organizational outcomes, research regarding the antecedents of such behavior is limited. Guided by Ajzen and Fishbein\u27s theory of reasoned action [Psychological Bulletin 84 (1977) 888], we investigated two potentially relevant antecedents to performing TLB: cynicism about organizational change (CAOC) and the leader\u27s social context—specifically peer leadership behavior. We hypothesized that CAOC would negatively predict TLB, while peer leadership behavior would positively predict TLB. Further, we expected that peer leadership behavior would have a positive moderating effect on leader CAOC. Data were gathered from 227 managers from multiple organizations and their 2247 subordinates. Findings supported the proposed hypotheses. Cynicism and peer leadership behavior explained nearly one quarter (24%) of the variance in TLB. Further, it appears that both CAOC and TLB may be malleable in organizational contexts. Implications for leadership research and practice are discussed
