Theoretically, one of the most important consequences of gender analysis in leadership is the questioning of research findings that segregate studies of leader—follower interactions and experiences from the larger structure of social and historical life (Mills, 1959/2000). Accordingly, understanding the milieu of leader—follower interactions requires looking at the interfaces between social context and work that shape and reshape social relations. As one of us has argued elsewhere ( Bratton and Gold, 2003), researchers must consider patriarchal power, issues of sexuality and inequality in society and at work, and the interface between home and work (the “dual role” syndrome). More importantly, however, incorporation of gender development into the study of organizational leadership would allow the life experiences of both men and women to be represented in more comprehensive and inclusive way.