Effective initiation and execution of IS/T projects and systems has become a critical core competence for many organizations. One key to this is the influence of the senior executive responsible for IS/T, often called the Chief Information Officer (CIO). This paper explores the notions of influence and influence behaviors, top executive influence behaviors, how CIOs influence peers in the top management team, and reports the findings from an exploratory study. Contrary to some of the extant literature, the findings suggest that CIO influence can vary both in terms of how it is utilized and its effectiveness. Furthermore, CIO influence is exercised for the initiation of information systems projects, the implementation of these projects, and on overall business strategy. The paper concludes with a series of observations that summarize the findings.