Building on the work of Adam Herbert, this research examines how minority managers navigate the pressures of their organization versus the pressures of their community. Organizational socialization suggests that the socialization process will introduce employees to the goals and priorities of the organization and result in similar behaviors among managers. However, social identities (i.e., race, gender) also significantly influence the values, attitudes, and behaviors of a public servant. Navigating these two competing pressures, minority managers often experience role conflict in their work. We theoretically explore and empirically examine how race affects minority managers' perceptions, networking behaviors, and hiring outcomes. We test our hypotheses using 6 years of school superintendent survey data. We find that racial minority managers behave in similar ways to their White peers as they have similar perceptions of their role in the organization and engage in professional networking behavior at similar rates. However, minority managers separately address the interests of their same-race minority community by hiring same-race street-level bureaucrats. As public organizations have grown increasingly diverse, this research revisits the experiences of minority public administrators and contributes to our understanding of how race and social identities contemporarily influence public managerial behaviors.