The very first lines of the "Scrum Definition" section in Scrum Guide begin by explaining what the Scrum Master does within an organisation. This is notable because, in some companies, the Scrum Master is often viewed as a fungible role.
But the Scrum Guide is clear: the Scrum Master is a true leader. That raises a thought-provoking question: what does it actually mean to be a true leader? If a true leader exists, does that imply there are fake leaders? Inauthentic ones? Perhaps even bogus ones?
According to the Scrum Guide, the Scrum Master is a true leader who is accountable for the effectiveness of value delivery. Anyone who is both willing and able to take on this accountability is the Scrum Master, regardless of their job title.
True Leadership: Beyond Titles and Buzzwords
There are many leadership models out there, including autocratic, Machiavellian, democratic, laissez-faire, agile leadership, and servant leadership. Interestingly, the previous version of the Scrum Guide described the Scrum Master as a servant leader. So why the change to "true leader who serves"?
Servant leadership is still part of the Scrum Master’s approach. The term "servant leader" was popularised by Robert Greenleaf, and while his vision was noble, the phrase can be easily misinterpreted in today’s workplace. Too often, when people hear “servant leader”, they think “team assistant”. As a result, some organisations see the Scrum Master as fungible, even rotating the role among team members or even replacing it with Artificial Intelligence.
This is why the updated Scrum Guide refers to true leadership. True leadership is leadership without qualifiers. It is the essence of what it means to lead. It is about guiding others without relying on authority. A true leader leads from the front, the side, and the back, each at the appropriate time. When the Scrum Master leads from all three perspectives, they help to improve the Scrum Team’s overall effectiveness.
As I write this, I am speaking to myself as well. There are many leadership qualities I still need to develop. Consider this blog a personal note to myself.
Leading from the Front
Most Scrum Teams I have worked with in recent years are already familiar with Scrum. They have read blogs or watched videos on YouTube. Unfortunately, the version of Scrum they often encounter is what Ron Jeffries describes as "dark Scrum", a distorted form that aligns with existing biases and dysfunctional realities. It is easier to digest, but harder to grow from.
Many people online claim that “Agile is a mindset”, and that the mindset is more important than the framework. But let us be honest, the term “agile mindset” is very abstract. How do we know someone truly has it? We cannot open their brain to check. Mindset manifests in different behaviour depending on culture and context. In one place, “commitment” might mean fixed scope and fixed time. In another, it might mean working long hours. In yet another, it could mean delivering excellence within reasonable hours.
Because of this complexity, simply saying “agile is a mindset” is not enough. What works better is modelling the behaviour. When people consistently observe the Scrum Master demonstrating agility, those behaviours can become habits. And from shared habits, we see culture take form.
So rather than preaching agility, the Scrum Master should embody it. For example, instead of merely advocating for self-managing teams, the Scrum Master should step outside the team circle and actively work with people across the organisation, including managers, to improve the system that delivers value.
Leading from the front also involves visualising what agility looks like, giving people a compelling reason to change. Without this vision, change is unlikely. To lead from the front, the Scrum Master must think in systems and communicate clearly.
Leading from the Side
Leading from the side is about spreading positivity and partnering with those who choose to be led. Some Scrum Masters and agile coaches believe their job is to coach exclusively, asking questions without ever offering answers. While coaching is valuable, relying on it alone can be harmful if it is not relevant or contextual. Relevance is key to improving team effectiveness.
At times, the Scrum Master needs to get their hands dirty. If a team has struggled with manual regression testing for twenty Sprints, do not just tell them to adopt Test-Driven Development (TDD). Show them. Pair programme. Mob programme. It is like teaching a child to tie their shoelaces. Instruction without demonstration is ineffective.
Leading from Behind
This is the essence of servant leadership. Leading from behind means stepping back, letting go of ego, and not taking credit. It is about facilitating the removal of impediments, whether political, bureaucratic, or cultural.
That does not always mean removing the impediments personally. Often, the Scrum Master creates an environment where the team can resolve issues on their own. Leading from behind also includes observing without intervening too early, or even actively choosing to do nothing, in order to allow the team to self-organise.
Sometimes, leading from behind involves advocating for the budget to bring in external consultants or trainers when the Scrum Master lacks the necessary expertise. It is not about status or recognition. It is about humility and service. The goal is to help others become the best version of themselves, and that requires genuine humility.
Change from Within
To be a true leader, the Scrum Master must be humble and authentic. You cannot fake true leadership. It requires internal transformation, a shift in character. As the saying goes, “Character is who we are when no one is watching.”
Character is not developed in a two-day Scrum Master course. It requires mentoring, coaching, and continuous personal growth. A Scrum Master must first transform themselves before they can help transform others. True leaders who serve are rare, and they are incredibly valuable to the organisation. They are not fungible.
Closing Thoughts
True leadership is about balance. Knowing when to lead from the front, the side, or the back. And I believe this kind of leadership is not exclusive to Scrum Masters. Great Product Owners need it too. While Scrum Masters focus on systemic improvement and human potential, Product Owners focus on value optimisation for customers and the business. Both roles require leadership, but with different lenses and skills.
Thanks for reading, folks. I hope this blog inspires you to help your team and organisation become the best version of themselves. I still have a lot to learn about being a true leader who serves.
Have a great weekend, everyone.