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What were the functions of public administration within this paradigm? Because of the expanding role of the state in promoting and guiding development and because of the increasing complexity of modern economies, good public management was obviously necessary. The capabilities of the state and of its administrative organs would have to be increased, and rapidly, in order to cope with new requirements both from the productive sectors and from the “nation building” and welfare services instituted by post-colonial governments to legitimatize new regimes. This explosive expansion of the state and its heavy dependency on public administration implied the need for rationalization of government services, in effect Weberianization of the structures and procedures of the burgeoning public bureaucracies.

This chapter examines the lack of diversification in higher education administration and specifically focuses on the scarcity of women of color in formal, high-level positions of leadership at predominantly White Institutions (PWIs) in the United States. Four main questions fuel the discussion: (1) What theoretical definitions are useful for understanding the social constructed meanings of women of color? (2) How does the concept of stereotypes contribute to the underrepresentation of women of color in higher education administration? (3) How do leadership paradigms and subsequent theories influence perceptions of leadership? and (4) What leadership paradigms and theories better address the exclusion of women of color from decision-making positions of leadership in higher education and therefore take into consideration dimensions of diversity and the changing face of leadership?