The ACE Model: Testing Authenticity, Competence, and Emotional Intelligence as an Integrated Leadership Construct

The ACE model proposes authenticity, competence, and emotional intelligence as an integrated set of internally regulated leadership-related capacities. Grounded in Self-Determination Theory, the model proposes that these competencies align with autonomy, competence, and relatedness and may function together as an integrated leadership framework operating within individuals. The present study provides an initial empirical evaluation of the ACE model by examining its relationship with turnover intention among nonprofit employees, where employee retention remains a persistent organizational challenge. Using a cross-sectional survey design, findings are reported from an analytic sample of 46 nonprofit employees. Descriptive statistics, bivariate correlations, and multiple regression analyses were conducted to examine both the individual and combined predictive effects of the ACE dimensions on turnover intention, which served as an initial criterion variable for evaluating the model. Results did not support the hypothesized predictive relationships. Authenticity, competence, and emotional intelligence were not statistically significant predictors of turnover intention when examined individually within a multiple regression framework, nor did a standardized ACE composite account for meaningful variance in the outcome. Observed relationships were small in magnitude and nonsignificant. However, each ACE dimension demonstrated strong internal reliability, and moderate-to-strong intercorrelations among the three constructs provided preliminary evidence of meaningful associations among the ACE dimensions. These findings provide an initial empirical evaluation of the ACE model. While ACE did not function as a direct predictor of turnover intention in this sample, the observed relationships among authenticity, competence, and emotional intelligence support continued examination of these competencies as a potentially integrated constellation of internally regulated leadership capacities. By empirically evaluating authenticity, competence, and emotional intelligence as an integrated framework rather than isolated constructs, this study provides an initial foundation for continued theoretical, psychometric, longitudinal, and cross-sector investigation.