This qualitative study examined the stories of women of color (WOC) executive leaders working on a California State University (CSU) campus, exploring how they have achieved success and persevered in the face of systemic barriers. Drawing on in-depth interviews with eight WOC leaders, this dissertation explored their individual experiences and journeys in reaching their leadership seats. Baxter Magolda's (2001) self-authorship theory served as the theoretical lens that helped frame the study's findings regarding each participant's self-development. The findings of this dissertation reveal the various struggles that WOC face within their executive leadership positions regarding their gender and race specifically, along with strategies and methods they use to overcome those obstacles and still succeed. By examining the strategies these women used, this dissertation discovered the following common themes: (a) the importance of being tapped, (b) turning racism to empowerment, (c) sister circles, and (d) identity formation leads to a self-narrative. By exploring the experiences of these WOC leaders and the strategies they used to achieve success, this dissertation contributes to current knowledge of how WOC leaders are persevering and succeeding in the face of institutionalized discrimination. In addition, the findings of this study further help inform our understanding of professional development for WOC leaders. [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.]