Dr. Clawson’s article is dedicated to one of the crucial aspects of organizing successful business – leadership. The author makes a good point by comparing leaders to psychologists and emphasizing the need for understanding human behavior (Clawson 1). Clawson’s article, as well as other his works, has received much positive feedback. Many scholars and business professionals find Clawson’s approach to leadership rather productive and perspective. In her research on employees’ resistance to leaders’ commands, Judith Zimmerman analyzes Clawson’s definition of leadership and its significant features (239). Following Clawson’s ideas, Zimmerman agrees that people’s perspective on innovations delineates their acceptance of or refusal from the new trends suggested by leaders of the organizations (239). Motivating employees is a difficult task that demands excellent leadership skills (Clawson 1; Zimmerman 242). Clawson’s article gives insight to the proper behavior of a leader who wants to achieve the most beneficial outcomes for his or her company. The highlights of the article are the explanations of the beginnings of people’s behavioral tendencies, motivation, and the rational-emotive model of behavior (REB). When describing the initial factors of behavioral patterns, Clawson identifies several core questions delineating people’s conduct (4). According to the author, such questions as “when I’m cold, am I made warm?” and “when I’m alone, am I loved?” (3) suggest another important query: “how can I get other people to do what I want?” (4). Clawson explains that on the way to achieving this aim, people are dependent on such factors as genetic inheritance, strengthening of the tendencies, and memes (5-7). Genetic endowment is considered a significant element in forming people’s leadership traits. Not all of our features can be nurtured and learned: a considerable part of them is installed in the genetic code (Clawson 5). What concerns tendencies of people’s character, Clawson remarks that they are more or less developed by the age of then and later they are only solidified but can rarely change (5). Therefore, no matter how many achievements a person makes, there still may remain some aspects whose origin goes back to childhood and that cannot be altered (Clawson 5-6). In contrast with genetically inherited features, memes are defined as the ideas cultivated during one’s conscious life and shared with others (Clawson 7). Clawson draws a parallel between memes and genes, the former ones being mental correspondents to biological heredity (7). The author suggests an interesting approach to understanding motivation. Rather than seeing it as a punishment-reward opposition, Clawson remarks that a good leader should have a more comprehensive perception of motivation (8). For instance, he notes that many people tend to leave a job when they feel neglected and when their abilities are not noticed (Clawson 9). Grounding on his views on motivation and memetic and genetic inheritance, Clawson introduces a rational-emotive model of conduct that includes events, behaviors, conclusions, feelings, and VABEs (values, assumptions, beliefs, and expectations) (10-12). With the help of this mode