Since the early 1970s the issue of gender stereotypes and leadership characteristics has been a much researched topic in the management literature. However, much of the research used to create this knowledge foundation was conducted using a questionable base. This, in turn, has led to at least three divergent views on the effects of gender and gender roles and leadership development, all of which can be found in current educational materials. This paper looks at the consequences of this shaky foundation and its long lasting impact on leadership development education. Although this paper focuses on gender issues in leadership development, this cautionary tale could be applied to many issues in management research when researchers fail to periodically re-examine the bases of any research stream. PUBLICATION ABSTRACT