Workplace Learning Essay Example | Topics and Well Written Essays - 3000 words

Workplace Learning - Essay Example The conscious development of the formal and informal learning fronts in work place sites has culminated from the management decisiveness on the aspects of competitiveness and as well product and market strategies. "The development has come from the frameworks within which decisions are taken regarding the factors of how work is organized within an organisational and also how people are managed." (Coombs, P.H. 1985) Various scholars as well as other researchers have concurred that the integration of various economic and commercial factors has had a significant bearing on the establishment of the broad parameters in which opportunities and obstacles to the effectual existence of work place learning obtain. Research outcomes have led to positions that expansive rather that restrictive environment are perceived to be pro-learning at work as well as the convergence of personal and organisational development. Researches into various workplace domain dynamics have culminated in the establishment of a theoretical framework that seeks to explain and contextualise the dynamics around which the manner in which new entrants into a career acquire knowledge and skills that empower them tackle the challenges posed by their career compositions. The dimension of workplace newcomers has been relished with valuable contributions from Lave and Wenger who developed the interlinked tenets of legitimate peripheral participation as well as communities of practice to explain how workplace newcomers (the valid peripheral partakers) develop to full participant status in a defined community of practice. Watkins, K. E. (2001) concur that the newcomers are perceived to embrace learning as a collective relational process which entails the cooperation of the novices with the more experienced personnel. "In our perspective , the acquisition of knowledge is not merely situated in practice like it were some independently definable prices that just occurred to be situated somewhere; the acquisition of knowledge in an integral part of generative social practice in the lived-in world". (Lave and Wenger 1991) Lave and Wenger view the situated learning theory as an essential thrust for those areas tied to social practice as well as that in has contributions to attempts at surmounting what has been called by theorists (Engerstrom 1991) as "The encapsulation of school of learning". Much interest that has been culminated from the forerunning frameworks and ideas on apprenticeship and education has been directed to the non-formal or structured environs. The interest has lead many scholars to invest into researches of workplace learning. Expansive Learning has is enunciated in Engestrom's model of expansive learning. The thrust of the theoretical framework is aimed at fostering significant changes at organisational levels of entities." the object of expansive learning is knowledge impartation process in which the learners are involved." According to the scholars, expansive learning activities generate culturally new trends of activity. Further, expansive learning at work particularly generates new forms of work activity" (Fuller and Unwin 2008, p 129) Basing on the frame work of the expansive learning

WHAT IS THE REASON FOR GLOBAL TALENT MOBILITY IS IT RELEVANT TO THE Research Proposal

WHAT IS THE REASON FOR GLOBAL TALENT MOBILITY IS IT RELEVANT TO THE LAW AND POLICY OF DIFFERENT COUNTRIES - Research Proposal Example Many companies are requiring high levels of flexibility from their subordinates as they increase their cross border activities. Furthermore, the changing trends towards diversity have put the firms under pressure to ensure that they get a global outlook. This is through having employees who emanates from different parts of the world. In 2011, the world changed dramatically. The financial crisis of 2009/2010 had a major impact on the global economy. Many countries across the world are still struggling to restore their local labor market. In countries that were highly affected, the local population eagerness to find a job abroad has increased immensely. Nevertheless, this does not necessarily mean that countries that have struggling economically are under pressure because the unemployed population will look for jobs in other countries. For instance, in some South European countries, the level of unemployment is very high. Nevertheless, the local population is not willing to leave their country in order to seek jobs elsewhere despite the ease to move to other European Union countries (Vance & Paik 2014). New opportunities keep arising in different markets across the world. With the increasing levels of competition in the local and international markets, companies are willing to take risks in order to tap to these opportunities. However, while opening these subsidiaries, they are forced to use some of their workforce that is experienced in dealing with customers who emanates from different cultural, racial, and religious background. The business world is changing rapidly. This has transformed the way companies are outsourcing their workforce, organize, and manage them. Currently, knowledge, trade, and technology are interlinked now more than ever (Vaiman & Haslberger 2013). The world is experiencing an explosive growth in the emerging markets, an aspect that is increasing the number of employees working away from their homes. In the past one decade, new

Unit 1 Lab 2 Using Command Line Help Case Study Example | Topics and Well Written Essays - 250 words

Unit 1 Lab 2 Using Command Line Help - Case Study Example It shows the general commands including the tools and utilities. These commands mostly comprise of the BSD user environment (Lewis, 2013). Most are command shell interpreters, commands for manipulating files, commands for the mail, and tools for formatted output and text editors. All of these commands set a value for status so that it can be used to ascertain if the command executed successfully upon completion. The above is in line that a value of zero shows a successful conclusion of the command while, and a value is greater than zero means that an error occurred. Note: With Solaris, it is necessary to run the catman utility before search the man pages by keyword. This can take considerable time on some systems and is generally completed by the instructor prior to class. Enter the following command: $ man –k grep a. List some of the man pages where the grep command was found . Step 10. Interpret man Page Headings There are a number different headings or informational areas in a typical man page. The more common ones are: NAME Name accomplish the same thing SYNOPSIS Shows the syntax arguments DESCRIPTION Gives an overview of what the what the command will take effect on such that can change the function or effect of They are by a dash (-) or minus sign SEE ALSO Refers the user to other related commands and subjects These headings are displayed in the man page output using all capital letters. Depending on the command and its purpose, the man page may not contain all headings. For instance, the pwd (Print Working Directory) command does not have Options or Operands information heading since there are no options or operands that can be with the command. All commands will have at least a Name, Synopsis, and

Choose a business function (e.g. marketing HR finance) and outline and Essay - 1

Choose a business function (e.g. marketing HR finance) and outline and discuss the changing nature of work and employment in thi - Essay Example The project tries to explore the key influential factors resulting in such changes with emphasis on the challenges faced by the human resource management departments on organizations. External Factors influencing the changing nature of human resource management practices Few of the major factors that have been undergoing dramatic changes in the global scenario have been increasingly posing threat towards organizations. Consequently their business needs have also undergone changes. Technological factors, the economic challenges, and changes in the local and governmental issues are some of the key factors worth mentioning in this context. Workforce diversities, unions and political factors have also been responsible towards changing the human resource management practices in organizations. Predominantly the organization structure and culture has demonstrated changes. Globalization has generated different forms of human resource management functions in the global competitive environment . Firms which have been competing in the global competitive environment have been facing with numerous new demands on their people and their organizations. They also seem to be pushed into different and contradictory directions. In response to this, new global organizing paradigms are concentrated on the complementarities, and not on the trade-offs, on management processes, not on the organizational structures and procedures. It demonstrates a shift away from the static and traditional solutions to the global business challenges towards the acceptance of global organizations as being an evolving and dynamic network (Pucik, â€Å"Human Resources: An Obstacle to Globalization?†). The changing economic environment has also driven changes in the human resource management practices in firms. With the increasing significance and presence of the MNCs as being crucial players of the global economy, there has also been an increasing interest on the concept of international human resou rce management of these MNCs. In spite of the growing importance of this IHRM as being one of the most innovative sources of competitive advantage, there has been very little research on ways to manage the globally dispersed mass of employees belonging to the MNCs effectively. A number of studies have been conducted by the application of greater theory driven conceptual frameworks, for better understanding of the multinational corporations and the international human resources management practices undertaken in them. Following are some of the findings from the results. Firstly the general result that followed is that the human resource management practices remain localized to reflect the differences in the cultural and regulatory environments between the host and the home countries. This primarily throws light on the fact that these multinational organizations require modifying their parent human resource management practices in the overseas subsidiaries in order to achieve a degree of isomorphism with the environmental institutions of the host countries (Kim & Gray, â€Å"Summary, limitations and suggestions for further research†). Recently organizations are also faced with the growing challenge of confronting and managing workforce diversities. The shifting business realities and the social and demographic changes have increased the workforce diversi

Moral luck Essay Example | Topics and Well Written Essays - 1250 words

Moral luck - Essay Example Concepcion (2002) describes the "standard view of responsibility" whereby "it is unjust to hold a person morally responsible for that which she did not control. Agents deserve to be morally appraised or held liable only for that which they controlled" (455). The problem this poses is that at some level it can always be argued that a situation was outside of a person's control. There will invariably be some uncontrollable factor that, when joining the confluence of other factors over which a person did have control, it can be argued was the cause of any given scenario. For example, if a person driving a vehicle strikes a child who suddenly runs into the road, it might be argued that the person could have been paying closer attention and thereby braked sooner, or should have been driving more slowly. On the other hand it could be argued that a reasonable person under the circumstances could not have predicted the child running into the road, and therefore this was just bad luck and the driver should not be held responsible. This epitomizes the concept of moral luck. To what extend does a random, uncontrollable occurrence relieve a person of moral responsibility for a harm done Concepcion goes on to argue that accepting the standard view of responsibility "is tantamount t... never morally responsible, show that luck is not ubiquitous or at least that ubiquitous luck is not moral, or show that ascriptions of responsibility can retain justice despite the omnipresence of luck" (455). The implication is that it does not make sense to avoid assigning responsibility simply because luck played a role in the moral dilemma, since luck will virtually always be a factor to some degree. This would logically mean that nobody is ever morally responsible for anything. Paradox of Moral Luck and Moral Responsibility The paradox, as Thomas Nagel (1979) describes it, is that individual moral responsibility is possible even though luck is ubiquitous. We hold a person responsible for actions taken within a scenario he/she did not bring about. It is possible for a person to be morally blameworthy even though the bulk of the circumstances bringing about a scenario were entirely outside of that person's control. Degrees of control are virtually irrelevant, as proximate causation of uncontrollable variables fails to offer any relief from a person's moral responsibility for actions taken within any given situation. Consider the case of a soldier who voluntarily enlists in the U.S. Marine Corps in the hopes of being deployed in Iraq to fight in the war on terror. This person, after months of grueling patrols in Baghdad watching his fellow marines get killed by improvised explosive devices, decides to take revenge by entering the nearest civilian residence and shooting up the women and children inside. Then consider the kid who had his sights set on college but was instead drafted into the U.S. Army during the Vietnam War and becomes so worn down by the war and numbed to killing that he partakes in a massacre of civilians at Mai Lai. The former soldier chose to

Networking models Review Essay Example for Free

Networking models Review Essay 3.1: Networking models Review: The two networking models are TCP/IP which had 5 different layers and the OSI model which has 7 layers. They mainly incorporate the same layers and the only difference is that the TCP/IP layer combines layers 5, 6 and 7 all into layer 5. Both models are along the same line of information and both explain how a network moves data. 3.2: OSI reference model: The OSI model includes two more layers that the TCP/IP layer already had but is constructed in only layer 5. 7: ApplicationWeb browser, 6: PresentationWhat is being displayed on your page 5: SessionControl structure between sessions 4: Transport(TCP) Transfers data between points 3: Network(IP address/URL) Routing, responsible for addressing, sending and translation of logical and physical addresses 2: Data linkSends frames back and forth with necessary sync and error control (MAC/PPP) 1: Physical(Copper, wires ect) Defines the mechanical procedures that are required to establish and maintain physical links. 3.3 The TCP/IP model TCP/IP reference model; includes all information as OSI but only has 5 layers and not 7, Layer 5 includes layers 5, 6 and 7 combines. 5: ApplicationCombines layers 5, 6 and 7: provides network services such as email, file transfers, exchanges of data, support connections between sessions and inner host communications 4: Transport(TCP) transfers data between end points 3: Network(IP/URL) The routing process, packet switching and exchanging (looking for your URL) 2: Data LinkSends frames to and from with flow control, error control and sync; also addresses topology and medias. 1: Physical(Copper, wires ect) Defines mechanical procedures that are required to establish and maintain physical links 3.4 data link connections Computer A is trying to send information to Computer B, the IP address must see the advertisement from Computer B for the router to know where to send the information. The router then strips the Ethernet and sends the information over a leased line to router B, Router B then sends connects to another ether and PPP to further send to Computer B.

Analysis Of Indira Gandhis Leadership Style Politics Essay

Analysis Of Indira Gandhis Leadership Style Politics Essay Indira Gandhi-one of the first female prime ministers in the world (preceded only by Sirimavo Bandaranaike who became prime minister of Sri Lanka in 1960), as well as the longest serving prime minister of India, the most populous democracy in the world-was an ideal candidate for this assignment. An exceedingly complex individual, Indira Gandhi was frequently perceived as a shy, aloof young woman. And yet her behavior as Prime Minister was engaged and aggressive, climaxing in her declaration of a State of Emergency in 1975. Born into Indias most prominent political family in 1917, Indira Nehru was immersed in politics from an early age. Stepping into the void left by her mothers untimely death in 1936, as a young woman she became her fathers hostess, a role that expanded into confidant and advisor over the ensuing years. After her fathers death in 1964, she accepted a minor portfolio in the Shastri government. Lal Bahadur Shastris subsequent death, two years later, made her the compromise choice of the ruling Congress Party hierarchy for the post of the prime minister, since she was thought to harbour no political ambitions of her own. Over the next 11 years, she proved to be a formidable political leader, consolidating her control over the party and the country, winning the 1971 war with Pakistan that saw the creation of Bangladesh, and declaring a State of Emergency in 1975. This latter action, a culmination of bitter relations with the opposition, led to her political defeat in the 1977 elections. Out of power for the next three years, she returned triumphantly in 1980, and ruled India with an increased determination to maintain herself in office. Not above manipulating communal grievances to stay in power, ironically she, herself, eventually fell victim of one of these crises. In 1984, she was assassinated by her own bodyguards, members of the Sikh community, thus ending a remarkable political career. Leadership Style: A New Synthesis While every scholar seems to have his or her own definition of leadership style, the underlying concepts appear to be similar-how the leader carries out the responsibilities of his or her office; more specifically, the leaders work habits, and how they relate to those around them. After reviewing various studies of presidential leadership style Hermann and Preston (1994) distilled five common leadership style variables involvement in the policymaking process, willingness to tolerate conflict, motivation for leading, and preferred strategies for resolving conflict. Kaarbo (1997, pp. 561-563) adopted and modified these five variables and added two variables from the literature on organizational leadership style-relations with members of the cabinet and task orientation. This study adapted five of the variables (motivation for leading, task orien- tation, cabinet management strategy, information management strategy, and rela- tions with the party) developed by Hermann and Preston (1980) and Kaarbo (1997, pp. 561-563), and added another five variables that examine the prime ministers relations with personnel, opposition parties, the media, and the public, and his/her investment in job performance. These have been grouped into three spheres of activity: first, the leader and his/her motivation, task orientation, and investment in job performance; second, the leader and the executive-cabinet and information management strategies; and third, the leader and relations with other personnel, caucus, the party, the opposition, and the media. Leadership Style of Indira Gandhi This section examines the empirical evidence of Gandhis leadership style: motivation for leading; task orientation; investment in job performance; management style, both with the cabinet and in the realm of information gathering; and her interpersonal relations with her associates, the caucus, the extra-parliamentary party, the opposition, the media, and the public. Results showed that she was motivated primarily by pragmatism and power, focusing on goals rather than process. With her cabinet, she functioned largely as an advocate for her goals and preferred to rely on independent sources of information. In her dealings with personnel, the party caucus, the extra-parliamentary party organization and the opposition parties, she was largely demanding, domineering, competitive, controlling, and oppositional. She was capable of being both accessible and friendly to the media as well as being hostile and closed, depending on the time period. It was only with the public that Indira demonst rated a consistent pattern or openness and warmth. Motivation The first leadership style variable centers around the question of a prime ministers motivation for leading. A survey of the literature has suggested that a variety of needs and incentives induce individuals to assume leadership positions in politics (see Kaarbo Hermann, 1998, pp. 251-252). The leader may be motivated by pragmatism (a belief in an obligation to the party to shape government policies along incremental lines); by personal validation (the wish to be popular and to be accepted); by an ideological agenda (a coherent system of political beliefs that shapes government policy); or a desire for power (dominance and control). In the area of motivation, it can be observed that notwithstanding a brief flirtation with socialism, Indira Gandhi was a decidedly non-ideological leader. Investment in Job Performance The amount of energy and time that a prime minister brings to the office is another variable of leadership style (Barber, 1972/1992). It demonstrates whether the leader places limits on the extent of the commitment to the office or whether there is a tireless outpouring of energy. Prime ministers may be interested primarily in the process of government, the building of concurrence, and the development of good relations among the members of cabinet, or they may be more goal oriented, focusing on specific ends and their implementation. Indira Gandhi was heavily involved in her role as Prime Minister. Politics took over her life as she travelled extensively crisscrossing India with extraordinary energy (Gupte, 1992, p. 331). A 16-hour or longer working day was the norm with very little time for family, friends, or relaxation (Frank, 2001, p. 355). Task Orientation The way in which the prime minister organizes the composition of and manages the decision-making process within the cabinet is another facet of leadership style. How are policy dilemmas resolved? To what extent is there involvement in the policy process? Who becomes part of the locus of decision making is also something the prime minister decides. In these activities, the prime ministers style may run the gamut from being largely uninvolved, to a consensus builder, to an arbitrator, and finally, to a strong advocate The empirical evidence indicates that Indira Gandhi was overwhelmingly concerned about task implementation and little concerned with the issue of building concurrence among her cabinet. Rather, she treated many of her cabinet colleagues as potential challengers, and if any grew too powerful, she saw to it that their powers were curbed, even if it meant dismissing capable individuals. Cabinet Management Although information in a cabinet setting is usually channelled through the various ministries, prime ministers will differ as to how they choose to review such information and how they relate to their close advisers. The same, of course, is true for presidents in a presidential system (George, 1980, 1988; George George, 1998; Hermann, 1978, 1987; Hermann Preston, 1995; Kaarbo, 1997). They may want all the facts about the problem or situation and do the interpretation themselves, or they may only be interested in seeing summaries and policy options. Of interest here is how much input the prime minister wants into the way problems and issues are framed and get onto the agenda. Strategy Indira Gandhis dealings with her cabinet demonstrated overwhelmingly that her preferred role was to act as an advocate, rather than a consensus builder, or arbitrator between various government ministers. But advocacy only partly captures the extent to which she dominated her colleagues; she dismissed those who might have challenged her and placed her favourites in senior government posts. Her advocacy was, in fact, an authoritative, peremptory exercise of power. Information Management Strategy In managing the flow of information that comes to the office, does the prime minister use a system of individuals to filter information and minimize direct involvement, or is close scrutiny more likely? Closely related is the question on which the prime minister relies for information. Does the prime minister prefer to receive policy relevant data from his cabinet and senior civil servants, or is there a reliance on other sources? As part of her overall activist stance as Prime Minister, Indira Gandhi demonstrated a high degree of involvement in the management of information, prefer- ring to search out what she wanted to know, rather than waiting for it to be presented to her. Relations with Personnel The final cluster of leadership style variables focuses on the prime ministers interpersonal relations with those with whom he/she works, i.e., state-level., governmental officials, members of the judiciary, etc., with his or her own party, with the opposition, the media, and the public. The prime minister interacts with a number of individuals on a daily basis. The extent of the involvement may be high or low; stylistically it may encompass patterns ranging from solicitous, to polite, attention seeking, demanding, and even exploitative. With both the caucus and the extra-parliamentary party organization, the prime minister may behave cooperatively or be competitive or combative and overbearing. Since conflict is a very pervasive element in cabinet life, especially in highly factional single party cabinets and in coalition cabinets (see t Hart, 1994), the management of party relations by a prime minister is extremely important. Indira Gandhis dealings with her aides, advisers, and members of other branches of government were coded for the degree of involvement and the type of behavior exhibited. Relations with other stakeholders Analysts have also focused on how the leader carries out or implements decisions, the way in which the leader mobilizes, orchestrates, and consolidates support for his or her policy decisions (Renshon, 1996a, 1996b). Does the prime minister attempt to sell policies by going beyond the party and parliament to appeal to the public at large? Does he or she try to educate or manipulate the public? Or does the leader display little direct engagement with the public, preferring government officials to articulate and defend government policy? Those prime ministers who focus on policy achievements are more likely to use the office of the prime minister as a bully pulpit, while those who stress the policy process will be less inclined to try to generate additional support among the attendant public. I . Party Caucus and Extra-Parliamentary Party Organization Indira Gandhis relationship with the party caucus-and more particularly her cabinet colleagues-was overwhelmingly contentious from 1966 until 1970. From 1970 on, as power shifted from the Cabinet to the Prime Ministers Secretariat, her relations with the party caucus became manipulative/exploitative. Later, power would shift even more to the Prime Ministers house next door (Frank, 2001, p. 354). The party caucus and the cabinet increasingly assumed a rubber stamp function and the cabinet no longer operated as a center of policy making. Indiras relations with the party organization largely mirrored those with the party caucus. Given the nature of her competitive and controlling relationships with both her caucus and the Congress party organization, it is hardly surprising that Gandhi would manifest the same type of behavior with the various opposition parties. Born into Indias most prominent political family in 1917, Indira Nehru was immersed in politics from an early age. Stepping into the void left by her mothers untimely death in 1936, as a young woman she became her fathers hostess, a role that expanded into confidant and advisor over the ensuing years. After her fathers death in 1964, she accepted a minor portfolio in the Shastri government. Lal Bahadur Shastris subsequent death, two years later, made her the compromise choice of the ruling Congress Party hierarchy for the post of the prime minister, since she was thought to harbour no political ambitions of her own. Over the next 11 years, she proved to be a formidable political leader, consolidating her control over the party and the country, winning the 1971 war with Pakistan that saw the creation of Bangladesh, and declaring a State of Emergency in 1975. This latter action, a culmination of bitter relations with the opposition, led to her political defeat in the 1977 elections. Out of power for the next three years, she returned triumphantly in 1980, and ruled India with an increased determination to maintain herself in office. Not above manipulating communal grievances to stay in power, ironically she, herself, eventually fell victim of one of these crises. In 1984, she was assassinated by her own bodyguards, members of the Sikh community, thus ending a remarkable political career. Born into Indias most prominent political family in 1917, Indira Nehru was immersed in politics from an early age. Stepping into the void left by her mothers untimely death in 1936, as a young woman she became her fathers hostess, a role that expanded into confidant and advisor over the ensuing years. After her fathers death in 1964, she accepted a minor portfolio in the Shastri government. Lal Bahadur Shastris subsequent death, two years later, made her the compromise choice of the ruling Congress Party hierarchy for the post of the prime minister, since she was thought to harbour no political ambitions of her own. Over the next 11 years, she proved to be a formidable political leader, consolidating her control over the party and the country, winning the 1971 war with Pakistan that saw the creation of Bangladesh, and declaring a State of Emergency in 1975. This latter action, a culmination of bitter relations with the opposition, led to her political defeat in the 1977 elections. Out of power for the next three years, she returned triumphantly in 1980, and ruled India with an increased determination to maintain herself in office. Not above manipulating communal grievances to stay in power, ironically she, herself, eventually fell victim of one of these crises. In 1984, she was assassinated by her own bodyguards, members of the Sikh community, thus ending a remarkable political career. II. Media and Public Lastly, in relations with the media, the prime minister may be accessible and informative or inaccessible and hostile. Prime ministers who emphasize the implementation of significant policy changes are more likely to generate greater opposition, which in turn will be reflected in some parts of the media, than those who are more concerned with maintaining the political process with incremental changes. In the face of hostility on the part of the media, the Prime Minister is more likely to become less accessible and more hostile. Gandhis relations with the media vacillated between being accessible, informative, and friendly to being uninformative, inaccessible, and unfriendly after the imposition of Emergency Rule in 1975. However, in her relations with the public, Indira Gandhis leadership style was extremely open. The Indian crowds seemed to energize her, and she felt a special bond with the Indian masses who loved the combination of her aristocratic background and her simple down-to-earth manner. Over the next 11 years, she proved to be a formidable political leader, consolidating her control over the party and the country, winning the 1971 war with Pakistan that saw the creation of Bangladesh, and declaring a State of Emergency in 1975. This latter action, a culmination of bitter relations with the opposition, led to her political defeat in the 1977 elections. Out of power for the next three years, she returned triumphantly in 1980, and ruled India with an increased determination to maintain herself in office. Not above manipulating communal grievances to stay in power, ironically she, herself, eventually fell victim of one of these crises. In 1984, she was assassinated by her own bodyguards, members of the Sikh community, thus ending a remarkable political career. Conclusion Analysis shows Indira Gandhi as strongly goal-oriented, tireless in the exercise of her job, an advocate within her cabinet with a preference for receiving information from independent sources. As well, the type of involvement she exhibited with associates, the caucus, the party organization, and the opposition, which was largely competitive and controlling, also fitted expectations for the Ambitious, Controlling, and Contentious leader. Indira Gandhis leadership behavior in the selected categories revealed that her leadership style patterns strongly indicate toward her Ambitious, Dominant, and Contentious personality as well as Reticent, Retiring, and Aggrieved personality patterns. Although, Indira Gandhi demonstrated some Reticent personality traits when she assumed the office of the Prime Minister, the demands of the job and the initial hostility she encountered from the Congress elites-the Syndicate-seem to have galvanized the Ambitious, Dominant, and Contentious dimensions of her personality into action. Compensatory narcissism allowed Indira to appeal over the heads of the Syndicate and establish a strongly personal and very effective relationship with the masses that bolstered her self-esteem and fueled this aspect of her personality.