Comment by keeda

Here's how I see it: Ideally a manager / reportee relationship is a symbiotic relationship. A manager becomes more successful by making their reportees more successful, and both roles grow together. And repeating this across teams, the whole company grows as well.

There's a lot of nuance but here's a simplistic overview: a manager tries to land a big project for their team, which lets the team stretch their abilities and grow, which over multiple successful deliveries results in promotions / raises for everyone involved AND the cachet to ask for bigger projects (and more headcount!)

The manager's role is the hustling and jockeying in landing the project, ensuring their team is executing and getting any mentorship needed (directly or indirectly) and protecting them from disruptions ("shit umbrella") -- which includes managing everything around the team including stakeholders and dependencies and escalations -- and then making the case for promotions / raises / PIPs based on their performance.

I've never been a manager, but having been involved in all these aspects, I can tell you none of this is easy. All of these can get very contentious, even in the best-run of companies; in the rest, a lot of pathologies spring up (like politics and empire-building) that cause even more nastiness.

So it may seem like they're taking credit for your work, but that's literally part of the arrangement, and it's only unfair if you're not seeing any upside. If you feel that way, this is 100% something you should bring up (very tactfully!) in a 1:1 or (even more tactfully!!!) a skip-level.