The Ruler Archetype

~Aparna Khadilkar, Sanjana Ramani, Deepa Soman

The term archetype has its origins in ancient Greek. Its rooted from the word “archein” which means original or old and typos which means “pattern, model or type”.

The psychologist, Carl Jung, used the concept of archetype in his theory of the human psyche. He developed twelve primary types that symbolize basic human motivations and each type has its own set of values, meanings and personality traits. These types are divided on the basis of 4 states i.e. Provide structure to the world, mastery, yearn for paradise & connect with other

One among the twelve of Jung’s archetypes is the Ruler archetype. The motto of the Ruler archetype is “Power isn’t everything, it’s the only thing” and the core desire here is to control. The goal is to create a prosperous, successful family or community by exercising power. The Ruler archetype seeks to prevent chaos by taking control. A lover of policies and procedures, the Ruler is drawn to things that are substantial, timeless and high quality.

The Ruler archetype is one of the most recognizable and easily corruptible Jungian archetypes. This involves taking leadership & responsibility not only for his own life, but the lives of others Here, the tendency is to see oneself as the role model for others to emulate and help others secure prosperity and security.

As the name implies, the Ruler tends to follow rules and behave “properly”, while expecting others to do the same. Examples of a ruler archetype could range from a protective mother raising a child to a leader in the community to a ruthless dictator, power hungry for control over nations.

The Ruler archetype is driven by the need for power and is the final of the twelve archetypes in the series. The ruler is concerned with creating wealth and prosperity and in order to do that, they must obtain absolute power. The ruler is always at the top of the food chain, and is generally wholly responsible for the atmosphere of the world in which they inhabit. Unlike the hero, the ruler isn’t concerned with a singular purpose – they must weigh the entirety of the community they oversee and as such, are rarely universally loved. The rulers exert their power as a first course of action, with or without counsel.

The Rulers are often known as King, Queen, Boss, Leader, Politician, Role model, Manager, Aristocrat, Power broker, Conductor, Sovereign

The Ruler has a very real fear of being overthrown. This archetype is one of the most dangerous archetypes to fall into shadow. When this archetype falls, they fall with absolute power on their side, and are difficult to overcome without heavy costs to the opposing side.

The Ruler types need to be careful about being authoritative, tyrannical, forceful & manipulative. They should also be wary of getting bogged down in policies and procedures, and becoming overly hierarchical or political.

Examples of Ruler type personalities include Abraham Lincoln, Beyonce, Barack Obama, Margaret Thatcher, etc.

The Ruler archetype is clearly evident in industries such as security, technology, finance and government. They offer high end products or services. They desire to be independent, influential and successful. Likewise, the Ruler consumers are concerned with image, status, or prestige. They gravitate towards Ruler brands because they want the powerful impressions associated with those brands to influence how others perceive them.

For a brand, the Ruler archetype maybe right if it is:

  • A high-status product used by powerful people to enhance their power
  • Makes people more organized
  • Market leader that offers a sense of security and stability in a chaotic world
  • Offers a lifetime guarantee
  • Empowers people to maintain or enhances their grip on power
  • Has a regulatory or protective function
  • Moderately to high priced
  • Want to differentiate it from more populist brands or one that is clear leader in the field

Brands and organization cultures in the ruler archetype include Brooks Brothers, British Airways, Rolex, Mercedes-Benz, Boss, Rolls Royce, Microsoft, Raymonds, Times of India, Taj Hotels.




1992 - 1996
1997 - 2001
2001 - 2007
2013 - 2019


Deepa starts working at Hindustan Unilever Ltd., and after working there for a few years decides to take a career break to take care of her son. The family plans to move to Jamaica, and she wishes to resume working. There are not a lot of opportunities post a career break for her, and this makes her realise the plight of women all across the world who are trying to resume working after taking a break. The seed for Lumière is planted. Deepa joins J.A. Young Research Ltd. to get back to her roots, and ultimately decides to start her own firm under her CA's advise.



Start of Lumière Consultancy in Jamaica



The family is aching to return to India, and post the birth of her second child, Deepa gets an offer from HUL to rejoin them. She has an itch to make it on her own, and so declines. This results in a different type of engagement between the two, and Lumière engages exclusively with HUL by expanding their scope. Deepa builds a stronghold in consumer behavior, and Lumière develops into an entity of its own. Inception of 'Consumer Centricity', which is their future key to strength, begins. With an expansion in their work, they need more resources and a group of like-minded talented professional women to join the team. Lumière gives them solace, a place to grow, rebuild their careers, and achieve goals beyond their expectations. They begin with mentoring initiatives, with an urge to inspire young individuals. People approach them through word-of-mouth, references, and to create opportunities beyong market research, Lumière becomes a Pvt. Ltd. company.



An opportunity arises to be a part of something big, to analyse the growth mindset and the creation of a best practice document for sequential recycling. Lumière makes an impact across categories and branches into Product Testing and Category Creation.



Lumière touches ₹ 1 crore. Their brochure is presented at MRSI. The company turns 10, and Milind joins the team as an observer. This becomes the phase of Lumière's upheavel: from scaling up, digitization and automation of processes, to plugging in leakages across departments and accounts. Their billings reach ₹ 3 crores.



Rashmi Bansal dedicates a chapter of her book 'Follow Every Rainbow' to Deepa and Lumière. The company enters adulthood, and they facilitate change management for Lumière. The introduction of the Gallup Strengths to the portfolio is a game changer. A revamp of the technological infrastructure ensues, giving way to an articulation of Lumière 3.0.