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Empirical research on the Scrum Master role remains scarce and reveals contradicting results. While the Scrum Master role is often centred on one person in rather immature teams, the role is expected to be shared among multiple members in mature teams.<\/jats:p><jats:p><jats:italic>Objective:<\/jats:italic> Therefore, we aim to understand how the Scrum Master role changes while the team matures.<\/jats:p><jats:p><jats:italic>Method:<\/jats:italic> We applied Grounded Theory and conducted qualitative interviews with 53 practitioners of 29 software and non-software project teams from Robert Bosch GmbH.<\/jats:p><jats:p><jats:italic>Results:<\/jats:italic> We discovered that Scrum Masters initially play nine leadership roles: Method Champion, Disciplinizer on Equal Terms, Coach, Change Agent, Helicopter, Moderator, Networker, Knowledge Enabler and Protector. They transfer some of those roles to the team while it matures. The Scrum Master provides a leadership gap, which allows team members to take on a leadership role.<\/jats:p><jats:p><jats:italic>Conclusion:<\/jats:italic> The Scrum Master role changes while the team matures. Trust and freedom to take over a leadership role in teams are essential enablers. 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