Emotional Intelligence (EQ)
Goleman's Four Competencies — decoded for the boardroom and the exam hall.
The EQ Boardroom
NovaCorp PLC has just promoted Sarah Chen to Chief People Officer. Sarah has an MBA, a PhD in organisational psychology, and a flawless technical record. But within six months, three senior directors have resigned, citing a "hostile and emotionally draining" work environment. The board is in crisis. Sarah's IQ was never in question — her Emotional Quotient (EQ) was.
Why This Matters at A-Level
Define Goleman's four competencies with precision. The examiner wants exact terminology, not vague descriptions.
Link each competency to the NovaCorp case. Why did Sarah's gap in Social Skills cause resignations specifically?
Build a chain: Low EQ → specific behaviour → measurable consequence → financial impact. Then weigh which competency matters most.
Examiner Trap Alert
Do NOT confuse EQ with "being nice." High EQ means making strategically intelligent emotional decisions. A leader can be firm AND emotionally intelligent. The examiner rewards nuance, not sentiment.
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