I'm the Scrum Master of a 7-person team. I've proposed and leaded Scrum implementation with open management support. One of the reasons for proposing Scrum, was also to address the attitude of the "Project Manager".
He has a very bossy attitude with "inferiors", he is very shy, fearful and flattering with the CEO, and he's used to get his own way through hiding information, insults, arrogance, machinations, and harming reputations. I'm being kind.
From what I write, you could probably think that I'm not the right person for the Scrum Master role... but I'm really the proposer of Scrum. At the moment, I'm the only person available to fill the role and I really believe in many values contained in the Scrum guide.
So the question is:
given the situation described,
considering that my point of view is shared by other members of the team (but also that I am directly affected by this kind of behaviour),
considering that, however, the person in question is very good at his job (outside of the team with customers) and proposing his removal would not be acceptable,
how should I, as a Scrum Master, deal with this situation?
Should I say nothing in particular and trying to address "real concrete problems" occurring during our work?
Should I try to address the problem personally in a one-to-one conversations? Wouldn't it be too difficult to control my emotions, avoiding myself being "bossy" and imposing rules?
Should I speak with him in general about respect, transparency, openness, etc? Or should I be very hard-line about unacceptable behaviour?
Should I speak with the CEO or senior management? Maybe in general terms, asking for support without being specific? I'm afraid that a one-to-one conversation in the above terms will lead to my destruction ("who are you to teach me that" kind of things).
I've no experience in psychology or conflict management.