Sex discrimination in educational contexts is an ongoing problem despite the passage of Title IX in 1972. Many schools have not aligned their policies with new laws protecting students from bullying and harassment, and many professionals are unaware of their new obligations in regards to new state regulations. This article presents the findings from semi-structured interviews with 10 participants reporting on the roles and responsibilities of Title IX coordinators in their K-12 school districts. Title IX coordinators were difficult to locate and recruitment was a challenge in this study. However, our findings indicate a strong alignment with Lipsky’s concept of “street-level bureaucrats” (1971, 2010). We found that these school administrators had autonomy and discretion in interpreting and enacting their duties, however they lacked time, information, and other resources necessary to respond properly to the stated duties in their position. They reported spending very little time on Title IX-related duties, many felt under-supported and under-prepared, and few had comprehensive understanding of their responsibilities. We conclude with recommendations for policy and practice regarding the training and supports of Title IX coordinators and related gender equity efforts in K-12 schools.

Title IX coordinators play an essential role in ensuring that schools are free of gender-based harassment and discrimination; however, a recent survey of coordinators in California and Colorado shows that many of them are poorly equipped to do this work. In their study, Elizabeth J. Meyer and Andrea Somoza-Norton found that contact information for Title IX coordinators is often difficult to find, that their job descriptions are too broad and complex, that they receive insufficient training, and that many are unaware of their role in assisting students, especially transgender students. The authors recommend that the Office of Civil Rights, district leaders, school boards, and Title IX coordinators themselves take action to bring clarity to this work.

Every campus leader is critical in supporting student achievement, most notably the principal and the often-unnoticed assistant principal (AP). The problem this study addresses is the lack of advancement in the AP’s role as an instructional leader in light of educational reform and the demands of the 21st century. To address this issue, the purpose of this study was to mine the literature to understand the role of the AP. A semi-systematic review of the limited literature on this topic indicated the AP, whose role has historically been a manager and disciplinarian, must be redefined to reflect an instructional and equitable leader actively seeking to ensure access and opportunity for all students. These findings suggest that the AP should be duly prepared and supported as teaching, learning, and educational leadership continue to evolve in these extraordinary times. Based on a synthesis of the literature, we argue for a revision of the outdated AP role to one more reflective of increased awareness regarding instructional leadership, student diversity, equity, and access within the current educational environment of standards-based reform.

Biomimetics is the science of applying nature-inspired designs and processes to human engineering and social innovation in order to solve complex problems. Emulating life’s blueprints and patterns, chemical processes, and ecosystem strategies leads to sustainable and regenerative solutions for a biosphere able to support all life on our planet. In a similar vein, Biomimetic Leadership encourages 21st century leaders to rediscover the value of nature, apply life’s design principles, and utilize biomimetic thinking for the sake of improving organizations. Four core beliefs—Respect, Relate, Reflect, and Replicate—provide the foundation for Biomimetic Leadership as a new type of leadership. Each belief is a source of inspiration and offers insights into a hands-on approach to leading in an era of unprecedented environmental and economic concerns. Educating leaders for Biomimetic Leadership is a challenge that must be addressed by organizations with the objective of reaching equality, and by doing so, focusing on incorporating the four core beliefs described in this paper.

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