Purpose: If PK12 administrators aspire to interrupt bias-based bullying, they need to understand their role in perpetuating structural and social inequality. The purpose of this study was to examine administrators': 1) awareness of gender-based bullying, 2) initial intentions to address bullying, and 3) actions that interrupted or perpetuated gender-based bullying. Methods: This qualitative study used a purposeful sample U.S. court cases and 36 interviews with administrators and policy consultants to explore PK12 leaders' understanding of gender-based bullying and actions to disrupt bullying. Findings: Our findings provide a more expansive definition of administrative bullying and brings attention to the personal complicity of educational leaders in perpetuating gender-based bullying. Administrators in this study modeled support for bullying through each of these four types of bullying -- by direct action, facilitated support, accommodating external stakeholders, and resisting efforts to educate themselves or others on issues related to gender-based bullying. All of these approaches allow bias and bullying to continue. The study also reveals how some leaders interrupt bullying by collaborating with students, parents, and community-based organizations. Implications: Policymakers, leadership preparation instructors, and PK12 administrators may be interested in how administrative behaviors perpetuate gender-based bullying. A lack of knowledge about leaders' personal complicity in bullying and about gender-diversity fundamentally interrupts two of the main roles of PK-12 leaders: implementing policies and leading instructional practices. The results of the study suggest the need for additional policies, procedures, and training to support leaders committed to interrupting gender-based bullying.