ABSTRACT
The Museum case study involves two founder governors, a couple in a relationship, who dominates a new arts organization and engages in an internal power struggle with the other founder governors. Eventually, following a mental breakdown as a result of the stress caused by bullying, the CEO leaves the organization. The staff members who witnessed the bullying of the curator perceived this as tolerance of the behaviour by management and they left the organization rather than endure the deteriorating atmosphere. In the survey of arts workers who were BECTU members, 249 respondents were asked to comment on whether their organization had a written policy to govern specific types of bullying behavior. Founder's Syndrome is a transferable concept: any of these studies could exemplify the stories of, particularly, smaller enterprises in any field where there is a requirement to manage leadership change.
