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Motivation: How immature teams can become agile is a question that puzzlespractitioners and researchers alike. Scrum is one method that supports agileworking. Empirical research on the Scrum Master role remains scarce and revealscontradicting results. While the Scrum Master role is often centred on oneperson in rather immature teams, the role is expected to be shared amongmultiple members in mature teams. Objective: Therefore, we aim to understandhow the Scrum Master role changes while the team matures. Method: We appliedGrounded Theory and conducted qualitative interviews with 53 practitioners of29 software and non-software project teams from Robert Bosch GmbH. Results: Wediscovered that Scrum Masters initially plays nine leadership roles which theytransfer to the team while it matures. Roles can be transferred by providing aleadership gap, which allows team members to take on a leadership role, and byproviding an internal team environment with communication on equal terms,psychological safety, transparency, shared understanding, shared purpose andself-efficacy. Conclusion: The Scrum Master role changes while the teammatures. Trust and freedom to take over a leadership role in teams areessential enablers. Our results support practitioners in implementing agileteams in established companies.

Leadership Gap in Agile Teams: How Teams and Scrum Masters Mature