If it's not a dev manager, it can be a product manager / owner / scrum master / whomever is in charge of roadmap and high-level backlog items.
They take control because they've made promises to other people, higher up in the org and possibly outside the company, and they need to find out if scope is expanding too much, if something is taking too long to implement and scope needs to shrink as a result, or people who've been promised something need to be let down.
As a developer, this interaction feels a lot like micro-management.
> If it's not a dev manager, it can be a product manager / owner / scrum master / whomever is in charge of roadmap and high-level backlog items.
In by-the-book Scrum, that's the Product Owner, who isn't a participant in the daily scrum. Neither is the Scrum Master, whose only roles with regard to the daily scrum are: (1) teaching the Dev Team to keep it within a 15-minute time box, and (2) ensuring that it occurs, (3) ensuring that if people other than the Dev team are present, they do not disrupt the scrum.
(I do think that both having the status questions and leaving the door open for the P.O. to be present even if not supposedly participating is a thing that creates the temptation to turn the scrum into a managing meeting, which is very explicitly not the intent.)
They take control because they've made promises to other people, higher up in the org and possibly outside the company, and they need to find out if scope is expanding too much, if something is taking too long to implement and scope needs to shrink as a result, or people who've been promised something need to be let down.
As a developer, this interaction feels a lot like micro-management.