Information Systems (IS) implementation success has been a concern of both researchers and practitioners ever since firms have started to use computer to process their business data. Over the years, researchers have studied several aspects of IS implementation, be it measuring success or developing and testing models that explain IS project success or failure. However, up to now, very little of the IS implementation research has focused on the role played by the project leader. This paper presents the results of a study of 139 IS project managers. The study examined both the tactics adopted by these project managers to influence people, and their level of decision authority.