1. What does it mean for a leader (or others) to engage in attributional communication, and how or why can it be a problematic thing when giving feedback to others? Again, what are some examples (real or hypothetical)?
2. One of the many paradoxes in leadership is the challenge of encouraging a team effort while simultaneously encouraging individuals to excel. Why is this paradox a challenge for team leaders, and how can they best deal with it? What are some examples, real or hypothetical?
3. What is "shared" leadership, why is it so important in many teams, and how can it be challenging to share leadership in a team?
4. - Another paradox came up in this chapter (Ch. 9 Men and Women in Leadership Roles): balancing the leader's desire to form a unified team/organizational culture with the desire to pursue or embrace diversity and multiculturalism. With regard to this paradox: (a) what is this paradox all about, (b) why can it be a dilemma for a leader or the leader's organization, and (c) how can a leader/organization best deal with this paradox? These questions needs to answered based on book Leadership for Organizations by David A. Waldman and Charles O'Reilly