No matter what you might think of Scrum, the Scrum Guide beautifully describes three aspects of leadership in the context of agile product development. At the center of value creation is the development team, which works autonomously and self-organizing. As the “CEO” of the product, the Product Owner leads the product and thus gives the autonomy a common vision and direction. And finally there is the Scrum Master, who serves the people and helps the product owner, the development team and the rest of the organization to work together effectively. A traditional manager is not described there, because his different tasks are distributed among these roles.
In most hierarchical organizations the spirit of absolutism still prevails. All power is with the boss. He or she manages and controls, imposes rules, monitors their compliance and punishes misconduct. Even today there are still enough small and big Sun Kings: L’état c’est moi! This is because people are still susceptible to excessive power on the one hand and on the other because the Enlightenment apparently had little influence on the design of modern organizations. The advance of knowledge work and the increasing striving for agility also lead to a new Enlightenment with a more pronounced separation of powers.
Scrum is a deceptively simple framework for agile product development. Besides the development team there are only the roles Product Owner and Scrum Master. The process is lean and requires only a few artifacts and events (as the meetings in Scrum are called). This simplicity leads in practice to all kinds of fake agile and cargo cult – lovely but rather ineffective drama. To prevent this from happening, there is the Scrum Master. Unfortunately, this important role suffers from many misinterpretations, as the following three anti-patterns illustrate.