A multilevel, complexity theory approach to understanding gender bias in leadership.

Abstract We use principles from multilevel theory, complexity theory, and connectionist theory to integrate existing gender bias explanations into a comprehensive model of gender bias in leadership, one that can be used to examine and understand how throughout the leadership process gender bias occurs and can affect women negatively. The synthesis of connectionism and complexity theories provides an opportunity to suggest novel solutions to this important leadership problem, but it also shows why multiple solutions applied at individual, group, and organizational levels all may be required to change the way agents and systems of agents respond to potential female leaders.

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