1.Why is it that feedback seeking and receiving are important for leaders, and what do leaders need to do to be effective at feedback seeking and receiving?

2.How do you stack up in terms of your feedback orientation in the Appendix of this chapter? Are you satisfied with your scores, and if not, what might you do (or think) differently in order to realize different scores?

3.If someone was attempting to coach you, which of the steps in Table 1 do you think is the most critical in order to ensure your development? Why?4.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)?

These questions needs to answered based on book Leadership for Organizations by David A. Waldman and Charles O'Reilly chapter 7.