The Leader, The Crowd, and The Elite—Three Archetypes We Choose from in Our Engagement with Life

Every human being makes a choice—consciously or unconsciously—about how they engage with existence.

Some take responsibility, align with reality, and lead.

Some avoid responsibility, conforming to narratives for comfort.

Some manipulate responsibility, crafting illusions of control to maintain power.

These are the three archetypes we choose to embody that determine how we move through the world:

The Leader – The one who steps up, embraces responsibility and holds reality together.
The Crowd – The one who seeks safety in numbers, following without question.
The Elite – The one who engineers narratives to keep the Crowd compliant.

The Crowd seeks comfort in following, scapegoating those who challenge them. The Elite engineers narratives to keep the Crowd compliant. And the Leader? They take the weight of reality—often alone, often unappreciated.

Leadership is not about titles. It is about those who hold things together, whether in families, communities, or entire civilisations. Every home has someone who carries the weight. Every economy or society rises or falls on those who take responsibility. Through the Being Framework and the Nested Theory of Sense-Making, we unpack why the Leader is needed yet resented, why the Crowd remains trapped in fear, and why the Elite’s control is unsustainable.

Leadership is not about position—it is about how we are Being. The question is not whether you have authority but whether you take responsibility.

Who and how are BEING? Or how will you choose to BECOME?

Leadership Exists Everywhere: The Silent Pillars of Families, Communities, and Civilisations

Leadership is not confined to boardrooms, governments, or battlefields. It is not reserved for CEOs, generals, or politicians. It exists in every corner of life—families, parenthood, friendships, communities, small businesses, classrooms, and even our relationship with our dogs.

Every family has a Leader. Sometimes, it’s the father or mother. Sometimes, it’s the grandparent who holds everything together. Sometimes, it’s even the child—forced by circumstance to become the pillar others lean on. These individuals do not lead because it is fun, glamorous, or rewarding. They lead because if they don’t, everything falls apart.

Every workplace has its silent Leaders—not just those with titles but those who uphold integrity when others let it slide and those who solve problems instead of complaining about them.

Even entire civilisations depend on those who can see beyond their time, beyond their immediate needs. The greatest societies were not built by mere politicians but by visionaries—individuals who carried their nations forward, often against resistance.

The economy itself thrives not because of institutions or policies but because of individuals who take ownership—entrepreneurs who take risks, workers who uphold industries, innovators who push boundaries. Leadership is NOT about power. It is about responsibility. And responsibility exists everywhere.

The Three Archetypes: the Leader, the Crowd, and the Elite

These are not just abstract categories—they are choices. Choices in how one relates to existence, power, fear, and agency.

1. The Crowd – The One Who Lets Life Happen to Them

The crowd is not inherently evil. It does not wake up scheming how to ruin the world. It does not plot, strategise, or conspire. It doesn’t need to because the Crowd’s power is not in what it does but in what it refuses to do.

It absorbs rather than creates. It reacts rather than initiates or responds. It conforms rather than questions.

And therein lies its greatest danger—not its malevolence, but its absence of agency.

The crowd moves as it is told to move. It cheers today, crucifies tomorrow, and is convinced both times that it is acting in the name of righteousness. It does not stop to ask, "Wait, weren’t we just worshipping this person yesterday?"

The Crowd does not resist because of conviction—it resists because of fear. Fear of standing alone. Fear of rejection. Fear of being wrong. Fear of responsibility. And rather than face those fears, it clings to the illusion of safety in numbers.

The greatest paradox? The Crowd has power. But it refuses to claim it. Instead of stepping forward, they wait. Instead of questioning the status quo, they submit. Instead of choosing clarity, they choose comfort. And when the Leader refuses to do this for them? They turn on the Leader. Because the Leader’s very existence is a reminder that they, too, could have chosen differently.

2. The Elite – The One Who Seeks Power for Power’s Sake

The greatest lie ever sold is that the Elite and the Crowd are at war—that they are opposites, locked in an eternal struggle. They are NOT.

They are two sides of the same coin—both bound by the same fear of authentic leadership, both dependent on each other to survive.

the Crowd needs the Elite to tell them what to think.
the Elite needs the Crowd to follow without question.

And so, they play their roles perfectly. The Elite fabricates illusions of control—systems, hierarchies, bureaucracies, ideologies—all carefully constructed to ensure the Crowd never realises its own power. The Crowd submits, clings to the script, never daring to ask whether it was ever true. And when someone does ask? That’s when the Elite panics. Because nothing threatens the Elite more than an individual who dares to think for themselves.

Power is not a means to serve—it is an end in itself. The elite does not view power as responsibility. They view it as currency—to be hoarded, protected, and weaponised. Unlike the Leader, who takes power only because they must, the Elite craves power because they cannot exist without it. This is why the Leader is their greatest threat. Because the Leader does not need them. The Leader reminds the Crowd that they are not powerless. The leader exposes the lie. The leader threatens the entire game by refusing to play it.

And so, the Elite does what it has always done: They sabotage the Leader. They turn the Crowd against them. They rewrite history to erase them. The Elite’s greatest weapon is not power—it is the illusion of power. And nothing shatters that illusion faster than a single person refusing to kneel.

3. The Leader – The One Who Chooses, Who Engages, Who Stands in the Fire

The leader is not a bureaucrat, a title-holder, or an authority figure merely by virtue of position. The leader is the one who refuses to be passive. They choose. They engage. They stand in the fire. They take responsibility for reality when no one else will. To lead is not to crave control, prestige, or ambition. It is to exist in a way that few dare to. It is to make the decision others avoid, to act despite uncertainty, to own the weight of existence itself.

The Overlooked Minority: Who Advocates for The Leaders?

Leadership is not just a privilege—it is a solitary, often thankless weight. Many fight to obtain power, status, or influence, believing leadership is a crown of glory. But what they fail to grasp is that stepping into leadership means stepping into a minority for which no one advocates for.

There are advocacy groups for women, men, dogs and cats, gender-based identities, political ideologies, ethnic minorities, people with disabilities, and religious affiliations. But where is the advocacy for leaders? Who stands for those who bear the weight of responsibility when no one else will? Who fights for those who hold integrity in the face of deception, those who endure the impossible while everyone else looks away?

No one. Because the world assumes leaders can handle themselves. Society expects them to be reasonable, composed, and stoic—no matter how catastrophic the conditions The Crowd and The Elite impose upon them. And if The Leader ever dares to voice the unbearable weight of responsibility, to expose the entitlement and avoidance that surrounds them, they are immediately labeled as arrogant, controlling, or even tyrannical.

Yet, for The Leader, it is never just about themselves. It is not enough for them to seek personal comfort or success. They are consumed by a vision of a greater future—one that others cannot yet see. Instead of being supported, they are exploited, penalised, and resented by the very people who stand to benefit the most from their sacrifices. Society relies on them but refuses to acknowledge their struggle.

And when they collapse under the weight? The world simply finds another to take their place—never questioning the system that keeps breaking them.

The Leader vs. Leadership Positions: The Paradox of Recognition and Discernment

While this article explores The Leader as an existential choice—a way of being that transcends titles, roles, and positions—there is a paradox when it comes to leadership positions. The world often conflates leadership with authority, assuming that those in positions of power are the true leaders. Yet, more often than not, the individuals who occupy these roles are not leaders in the sense we discuss here. They are representatives—selected not necessarily for their vision, integrity, or capacity to create meaningful change or transformation but because they mirror the desires and expectations of the majority.

In democratic systems, leadership is shaped by what the people can see—not necessarily by what is best but by what aligns with their current understanding, preferences, and fears. This means that true leaders, those who challenge the status quo rather than reinforce it, often go unnoticed or unrecognised. The system rewards those who can articulate what The Crowd wants to hear, not those who reveal uncomfortable truths or pioneer difficult but necessary change. Herein lies the crisis of discernment—the inability of many to distinguish between those who lead with depth and those who merely reflect what is familiar.

This is the paradox: The Leader is rarely the one in the leadership position, and the one in the leadership position is rarely The Leader. The world does not elevate visionaries by default; it elevates those who reflect what is already comfortable and acceptable. Many of the greatest leaders in history were dismissed, ridiculed, or even persecuted in their time. Their value was not immediately recognised because leadership is a two-way relationship—the leader must lead, but the people must also have the discernment to recognise the value in being led.

Adding to this dilemma is a unique aspect of our species: unlike other social creatures, who instinctively follow the strongest, wisest, or most capable members of their groups, humans often subscribe to unstable or ineffective leaders. This is the double-edged sword of our autonomy in sense-making and decision-making. While our ability to question authority and challenge existing structures is one of our greatest strengths, it also makes us susceptible to choosing leaders based on emotion, rhetoric, and collective biases rather than competence, foresight, or wisdom.

Thus, leadership positions often favour those who can navigate the game of public perception rather than those who act with deep responsibility and foresight. The Leader, in the truest sense, may never hold an official title, yet their impact shapes the world in ways that those in recognised positions of power never could. The question remains: does society have the discernment to see them?

Why Choose to Be the Leader? What’s in It for You?

With all that has been said, one might wonder—why should I choose to be the Leader? If leadership comes with relentless responsibility, social isolation, and even betrayal, why not simply conform like the Crowd or manipulate like the Elite? The answer is simple: because the alternative is worse.

To be the Crowd is to surrender your agency. It is to live reactively, forever at the mercy of forces you neither understand nor control. It is to live in the illusion of security while knowing, deep down, that you have no real power over your own existence.

To be the Elite is to live in constant fear. Fear of losing control, fear of being exposed, fear of the Leader emerging to shatter the illusion. It is a hollow life, where power is hoarded but never truly owned. Where influence is manufactured, but never secure. But to be the Leader? To be the Leader is to own your existence. It is to move through life with clarity, with agency, with the ability to create rather than simply consume. It is to refuse to live in falsehood, to reject illusions, and to align with reality—no matter how uncomfortable. And yes, it is a burden. But it is also freedom. The Leader is the only one who truly lives. The only one who refuses to be controlled. The only one who can shape their own future, rather than be shaped by others. And that is why the Leader, despite all opposition, must rise.

Are you choosing to be the Leader? If so, how?

Leveraging Metacontent, the Nested Theory of Sense-Making, and the Being Framework in Practice

We live in an age of information overload but wisdom scarcity. Everyone has access to data and information, but few truly make sense of it. We mistake headlines for knowledge, soundbites for understanding, and viral clips for truth. We assume we grasp capitalism, postmodernism, religious doctrines, or global conflicts simply because we’ve skimmed a few articles or heard a compelling argument.

But here’s the uncomfortable truth: Most people aren’t actually making sense of reality—they are reacting to narratives, biases, and assumptions.

This is where Metacontent and the Nested Theory of Sense-Making come in. If everything in existence is content—the dog, the cat, the plant, the spoken word, and the written text—then making sense of it requires Metacontent, a structured way of accessing the deeper layers of meaning, context, and interconnections that are invisible to the untrained mind.

Metacontent is the structured intellectual layers allowing us to understand reality. It refers to the deeper substrate of meaning, context, and interpretation that sit behind any given content—whether it’s an event, idea, belief, or experience.

Everything in existence is content—a dog, a book, a law, a tradition, a scientific theory, or even a personal experience. But to truly understand and engage with content, we need Metacontent—the lens through which we process, interpret, and navigate reality. Simply put, it is the layers one passed their immediate perception and information gathers through so that they make sense of something—an idea, a concept, a thing, parts of reality, an event, a person, a book, what comes out of the mouth of a political leader or a thought leader etc.

The Nested Theory of Sense-Making explains how we interpret and understand reality by moving through different layers of meaning. It shows that making sense of something isn’t just about seeing it—it’s about understanding the deeper context behind it.

Think of it like this: When you look at a situation, you’re not just seeing the raw facts (content); you’re filtering them through your assumptions, experiences, beliefs, and perspectives (Metacontent).

This theory helps explain why people see the same event differently—because they are operating from different layers of Metacontent.

For a Leader, mastering Nested Sense-Making means being able to see beyond surface-level narratives, question assumptions, and make sense of reality with clarity and depth, rather than reacting blindly like the Crowd or manipulating like the Elite.

^{The Nested Theory of Sense-Making Diagram from Metacontent, by Ashkan Tashvir}

The Nested Theory of Sense-Making maps these layers:

One’s Initial Insight or Abductive Given – The unconscious assumptions we take as truth.
Cognitive Map – The personal blueprint through which we interpret the world.
Stories – The narratives we attach to our experiences.
Mental Models – The internalised frameworks we use to make decisions.
Perspectives – The angles from which we approach reality.
Domain – The specific fields of knowledge we engage with.
Paradigm within a Domain – The overarching schools of thought shaping those fields.

But perception is not the same as comprehension.

Metacontent structures what we perceive—it reveals why we think the way we do. The Being Framework structures how we act upon that perception—how we relate to reality and make choices in response.

The reason the Crowd is manipulated and the Elite clings to power is that both operate within distorted or limited forms of sense-making:

The Crowd accepts dominant narratives without question.
The Elite engineers narratives to serve their own interests.
The Leader? They engage with Metacontent, refining their understanding, questioning their biases, and making choices that align with reality rather than comfort or control.

The Leader is not just someone who acts—they are someone who has cultivated the ability to see.

Making Sense Is Only the Beginning—Becoming the Leader Is the Next Step

So far, we have explored the three archetypes—the Crowd, the Elite, and the Leader—and how Metacontent and the Nested Theory of Sense-Making reveal why most people fall into the first two categories.

But making sense of reality alone is NOT enough. To see clearly does not mean one has the capacity to act accordingly. To understand truth does not mean one has the internal qualities to embody it.

This is where the Being Framework comes in.

If Metacontent and the Nested Theory of Sense-Making provide the map for understanding reality, the Being Framework provides the structure for how we exist within it—how we are Being as we navigate leadership, responsibility, and performance.

What Is the Being Framework?

The Being Framework is a structured ontological model—a systematic and practical approach that maps how human beings function and what determines their capacity to lead, perform, and transform.

At its core, the Being Framework focuses on the fundamental qualities of Being that shape a person’s actions, decisions, and impact. It provides a model that allows individuals to see how they are Being and what needs to shift for them to fully step into leadership.

Unlike personality traits or surface-level skills, the Being Framework maps deep internal structures—the very qualities that determine whether a person will take responsibility, act with discernment, withstand pressure, and lead with integrity.

From Awareness to Integrity and Effectiveness—How the Being Framework Supports Leadership

Choosing to be the Leader is more than an intellectual decision. It is an existential choice—one that demands a transformation in how we engage with reality.

The challenge is that most people remain unaware of the internal structures that govern their Being. They assume that leadership is about tactics or charisma, when in reality, it is about who they are Being at their core.

The Being Framework brings clarity to this by identifying the key aspects that govern leadership, resilience, integrity, and performance. It provides the structure to develop these qualities systematically, ensuring that leadership is not just a fleeting act but a sustainable way of Being.

^{The Being Framework Ontological Model, Being and Human Being by Ashkan Tashvir}

From Knowing to Being: The Being Framework Transformational Methodology

Understanding the world (knowing) is just the beginning. What truly matters is how we are being—how we show up, respond, and take action in life. This is where the Being Framework comes in.

The Being Framework is a structured ontological model that moves individuals beyond just understanding leadership, integrity, responsibility, and performance. Instead, it enables them to embody these qualities in a way that transforms how they operate in the world.

At its core, the Being Framework helps people identify and develop 31 Aspects of Being—essential qualities like responsibility, courage, assertiveness, integrity, and care—which shape how a person engages with life. It also provides a structured way to identify shadows (distorted perceptions, self-sabotaging patterns, fears, and blind spots) that prevent true leadership and transformation.

Let’s take an example from the Being Framework—the Way of Being known as Responsibility, which is distinct from its conventional definition.

Responsibility is often misunderstood. Many associate it with obligation, blame, or duty—something imposed upon them by external forces. But true responsibility is none of these things.

At its core, responsibility is Response-ability—the ability to respond. It is not a burden but a gift, a profound expression of autonomy and sovereignty. It is the capacity to be an active agent in shaping the course of one’s life rather than a passive recipient of circumstances.

To take responsibility is not merely to bear the weight of challenges but to claim the freedom to be the primary cause of what life presents, regardless of its source. It is to embrace leadership not as a position of authority but as a way of Being—one that moves beyond reaction into intentional action.

This is what sets the Leader apart. The Leader does not shrink from responsibility, nor do they seek to offload it onto others. They recognise it as the most fundamental expression of human agency—the opportunity to engage with life fully, to create meaning, and to shape outcomes with clarity and purpose.

But what does it truly mean to be Responsible? How do we distinguish it from conventional notions of duty or liability? This is where we turn to its ontological distinction—a deeper understanding of Responsibility, not as an external obligation but as an intrinsic way of Being.

Responsibility is being the primary cause of the matters in your life, regardless of their source. It is the extent to which you choose to respond rather than react to them. Responsibility is distinguished by how you honour the autonomy that you have as a human being and is considered the power to influence the affairs, outcomes and consequences you are faced with. Responsibility is not about blaming or determining whose fault it is. Instead, it is to intentionally choose, own, cause and bring about outcomes that matter, work and produce results while also being answerable for the impact and consequences.

A healthy relationship with responsibility indicates that you have the power to influence the circumstances you find yourself in and/or cause. Others may consider you capable of appropriately responding to matters, which is a prerequisite to producing and bringing to fruition effective results. You fully accept ownership of both outcomes and consequences and have the capacity to make informed, uncoerced decisions. You are unquestionably the active agent in your life.

An unhealthy relationship with responsibility indicates that you may often be stuck, experience a loss of power, and are a victim of circumstances. You frequently experience being disarmed, as though you have no choice in influencing outcomes and there is an inevitability about your future. You may be inclined to self sabotage and make repetitive complaints without seeking, putting forward and implementing solutions. You frequently make excuses for your lack of accomplishments while abdicating or avoiding consequences. You may be considered ineffective in consistently fulfilling the promises you make and producing intended results. You are a passive victim in your life. Alternatively, you may live life from the viewpoint of being the sole cause of matters and exert your will onto your surroundings and others or be over-responsible and attempt to control all matters all the time. You may also expect that matters should always go your way.

Reference: Tashvir, A. (2021). BEING (p. 277). Engenesis Publications.

How Does It Support Becoming the Leader?

The Being Framework enables individuals to step into authentic leadership through a structured cycle of transformation:

Awareness – Understanding the patterns, qualities, and blind spots shaping how you lead (or avoid leading).
Identifying Shadows – Revealing the unconscious fears, assumptions, and habits that keep you stuck.
Transforming Being – Rather than just "learning" leadership principles, you actively develop the qualities of a Leader—deep responsibility, clarity, integrity, and agency—until they become a natural way of being.
Performance & Impact – As your Being shifts, so does your ability to lead, influence, and create meaningful change in the world.

This transformation is not a one-time shift—it is an iterative process of growth, refinement, and action. The framework follows a cycle of development:

^{Being Framework Transformation Methodology, from Human Being, by Ashkan Tashvir}

Execute → Track → Learn → Refine → Execute Again

Execute – Apply what you’ve developed in real-world leadership situations.
Track – Observe and reflect on how your actions align with authentic leadership.
Learn – Identify what’s working and what needs adjustment.
Refine – Shift and refine your Being, strengthening the necessary qualities.
Execute Again – Reapply the refined way of being, continuously evolving as a Leader.

Unlike external strategies or motivational advice, the Being Framework does not focus on acting like a Leader—it ensures you become the Leader from the inside out.

The Path Forward—From Knowing to Being

Many speak about leadership. Few embody it. The world is NOT in shortage of great ideas and values. What the world truly lacks is the ability to actualise them—to bring them to life in a tangible, meaningful way. And that is precisely where the greatest opportunity lies—in increasing the probability of fulfilling the very intentions you care most about.

To lead is not simply to understand reality but to cultivate the internal capacity to act in alignment with it. The Leader is not just someone who perceives the truth but someone who holds the responsibility to act upon it—no matter how difficult the path.

This is what the Being Framework makes possible.

It bridges the gap between awareness and embodiment, between knowing what is right and having the Being to live it out. Leadership is NOT granted. It is not given by title, recognition, or permission. It is a choice. And the first step begins with how you are Being.

A Final Word: The Choice Is Yours

Leadership is not something granted—it is something claimed.

It is not reserved for CEOs, politicians, or those with titles. It is a way of Being—one that anyone can choose at any time. But here’s the truth: most people won’t. Most will take the path of least resistance. They will conform, they will submit, and they will let others decide for them. And the world will keep turning, as it always has. But for those who choose differently—for those who refuse to be blind, who refuse to be passive, who refuse to be owned—there is another path. It is the path of the Leader. It is not easy. It never has been. But it is the only path that is truly yours. It all begins with how you are Being.

Explore More: The Being Framework & Metacontent

If this discourse resonated with you, then The Being Framework and Metacontent are essential next steps. These works provide structured, in-depth explorations of how we make sense of reality, how we engage with existence, and how we can develop the qualities necessary to lead—not just in positions of power but in our own lives.

Explore further in:

Human Being – The comprehensive book on the Being Framework and its application in leadership, performance, and transformation.
Metacontent – A deep dive into sense-making, meaning-making, and navigating the unseen layers of reality.

You are NOT solely bound by your circumstances. You are NOT merely trapped by fate.

Your experience of life is in significant part determined by your choices.

And it all starts with how you wisely choose to be.

Disclaimer: This article is an excerpt from an unpublished book by Ashkan Tashvir, shared to make its insights more accessible to a broader audience. It is part of a mission to bring deeper intellectual and philosophical concepts into a more relatable and practical context.

The Silent Weight of Leadership: The Grace of Responsibility, the Illusion of Power, and the Betrayal of Conformity