Scrum teams are supposed to be self-managing and course correct as needed based on what is learnt from sprint retrospectives. The two leadership roles in scrum are those of the product owner who defines the work to which the team commits and you have the scrum master who mentors and coaches the team into becoming a more cohesive, highly productive unit.
Companies adopt scrum and often give it their own twist. In our organization, being a scrum master, entails all that’s prescribed in the standard scrum manifesto, but there’s also other elements that more closer to a development manager role – e.g. hiring/interviewing team members, providing status updates on project, performing personnel appraisals, overseeing integration testing, selecting and implementing technical architecture of assigned projects, identify and manage priorities within the context of overall corporate objectives.