Ancient Art Unit 2 DB Research Paper Example | Topics and Well Written Essays - 250 words

Ancient Art Unit 2 DB - Research Paper Example This statue was originally sculpted and cast to illustrate a treatise (now lost) written by Polykleitos called the Kanon. A piece of Roman art that is also quite impactive is the Colosseum (Knapp & Lehmberg, 2000). Set in ancient Rome, this art was a symbol of Roman dominance and rule. The two art pieces are quite similar in some various aspects. The similarity is found in context, blend and style, and is what makes them some unique pieces (Leonardo & Otinno, 1969). They are however also different in form. One is abstract while the other is representational. The Doryphoros is a two dimensional work of art that achieves a balance of straight and bent, tense and relaxed form that marks it as an ideal example of contrapposto piece (Ritcher, 1970). The Colosseum however is a three dimensional work of art, falls under the representational category and cannot be labeled as a contrapposto piece. In conclusion, the Doryphoros is symbolic to the Greek culture and represents proportionality and completeness in structure and design. The Colosseum was a symbol of Roman power and rule. Both pieces have historical significance as they signify an important period of time in both

Taxonomy of Leadership Theories Assignment Example | Topics and Well Written Essays - 750 words

Taxonomy of Leadership Theories - Assignment Example The leader should step in clarifying ambiguous tasks, giving employees some control and instilling cohesion and comradeship to a non-supportive team. Leaders choose an appropriate behavior or style. The alternatives of leader behaviors include directive, supportive, participative and achievement-based. They also motivate employees in order to enhance their success (Ross, 2010). Leader member exchange (LMX) theory explains that leaders consider their employees independently and not as a group. The quality of a leader’s relationship with different employees varies. This explains why a leader can relate well with some employees and poorly with others. The theory claims that leaders have in-group and out-group relationship with their employees. Employees included in a leader’s in-group are involved in decision-making and have more responsibilities and benefits (Quinn, 2008). In return, these employees invest more time, effort, and commitment. On the other hand, the formal limits of the employment contract govern the relationship between the leader and members of the out-group. The leader extends support and help to these members but only to the mandate of their duty. In return, members of out-groups carry out their duties but only to the required level. Hersey-Blanchard Situational Leadership theory explains that the details of specific tasks and the level of maturity of their employees is what should guide a leader’s style of leadership. Leaders’ level of emphasis on either task or relationship with employees varies with the goal they seek to achieve. The theory asserts that leaders use a telling style when instructing employees on what to and the way to do it (Shivers, 2000). Leaders sell their ideas to employees who have a lot of information on a topic of interest. Leaders adopt participatory leadership when they give more emphasis to relationship than to direction. Some instances call for leaders