Since enactment of the Clinger-Cohen Act in 1996, the median tenure of federal chief information officers (CIOs) has been approximately 2 years and high CIO turnover is a problem (U.S. Government Accountability Office [GAO], 2004). Researchers have conducted little research on what leads to effective performance for government CIOs. This qualitative, phenomenological study captured the practical knowledge (explicit and tacit) and leadership experiences of 21 participants who are CIO Strategic Advisors to Government Executives. The participants' perspectives on CIO tenure, CIO success, CIO leadership, and CIO effectiveness were explored. Results of the study provide insights into how to succeed as a government CIO. A framework is developed to increase the probability of CIO success in improving organizational performance. [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://www.proquest.com/en-US/products/dissertations/individuals.shtml.]