American society is on the precipice of an imminent shift in racial and ethnic representation of non-white citizens as the dominant culture. As microcosms of America's population, the burgeoning of this change is evident in diverse student demographics within Predominantly White Institutions (PWIs). In spite of this approaching change, PWIs' systemic hegemony remains entrenched in White supremacy and perpetuates barriers and exclusionary practices toward Black administrators. PWIs' historical and current decisions, behaviors, and engagement with Black administrators lend to the construction of the Campus Racial Climate (CRC). Normalization of discriminatory attitudes and perceptions of the Black race are advanced through the Campus Racial Climate. The proliferation of racial inferiority, governance limitations, professional and sociocultural isolation within PWIs produce workplace trauma for Black administrators. The compounding reconciliation of past or recent personal chronic and complex trauma, while contending with toxic Campus Racial Climates of PWIs, provoke Black administrators' sensemaking process for emotional, psychological, and physiological adaptations and reconstruction. Yet, Black administrators proved to be resilient leaders. This study utilized the qualitative narrative inquiry method to illuminate meaning from the lived experiences and counternarratives of Black administrators. Research questions were developed through the lens and influence of three theories: Constructivist Self-Development, Critical Race Theory, and Resiliency Development. Sixteen Black administrators from the north and southeast regions of the United States were recruited, and each participated in one semi-structured virtual interview. Participants' experience as an administrator ranged from 10 to over 15 years of mid-level through executive leadership roles at PWIs. The data were analyzed through Creswell's (2013) steps and involved multiple layers of process coding. Member checking, memos, and note taking were used in this process. The findings of the study concluded toxic racialization in CRCs at PWIs retraumatize Black administrators, Black administrators' sensemaking of PWIs' CRC reproduce adaptive forms of engagement, and post-traumatic growth and resilience are engaged in Black administrators' leadership at PWIs. The study contained connections to existing research and discussions of implications for practice by providing pillars to improve the CRC of PWIs. The study builds upon current research through the creation of a tentative Racial Resilience Leadership Theory (RRLT). The RRLT is rooted in the theoretical framework of the study, while applying elements of Stevenson's (1998) proactive, protective, and adaptive racial socialization to define Black administrators' resilient leadership, while encountering adverse conditions from the CRC of PWIs. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]