This autoethnographic study sought to answer the question: What is the impact of the chief information officer's (CIO) organizational structure on his/her ability to impact his/her influence as a university leader? This study used semi-structured mind mapping, a Venn diagram, a cubic framework, and a qualitative, autoethnographic interview of the researcher. The chief data officer (CDO) framework was modified for this study. This study combines CIO experiences at three public southern universities. The findings of the study suggest that university leaders should: (1) recognize the importance of information technology (IT) and, specifically, the CIO and ensure that both meet the university's technology needs, (2) expand the reach of CIOs beyond their home departments, (3) recognize that the location of the CIO in the organization chart is flexible, (4) invest significant efforts to identify the appropriate skills and expertise needed by the university in its CIO, and (5) enable the CIO to be an institutional leader, not just a technology leader. [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.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]