In order to develop and bring to fruition strategic IT initiatives, Chief Information Officers (CIOs) must be able to effectively influence their peers. However, little is known about how this is accomplished. Accordingly, this research examines the relationship between CIO influence behaviors and successful influence outcomes. Focused interviews were first conducted with CIOs and their peers so as to gain insights into the phenomenon and to refine a research model. Then a survey instrument was developed and distributed to CIOs and their peers to gather data with which to test the research model. The findings showed that rational persuasion and personal appeal led to peer commitment whereas exchange and pressure did not. These results provide guidance to CIOs who propose strategic information systems to peers.