The scrum masters I have seen (including myself) turned quickly into bureaucrats that mainly managed deadlines. In theory the scrum master should constantly improve processes but from what I have seen they quickly get blocked by management and don't achieve much.

I jokingly called my last scrum master a "glorified assistant", he didn't like it.

You start out with great intentions but then you realize quickly that you have no authority at all. We had problems with our JIRA setup so I tried to buy a few hours with a consultant to set it up correctly. This request got declined so it was clear to the devs that I couldn't help with things. The only thing you have is tracking hours.

I've had the most conflict with team members who think "making things" is an end unto itself. Sometimes it is -- in your personal time, or if you're a researcher maybe, etc -- but in a business, making things is the means to an end. You need a methodology (scrum or something else) to keep the machine moving.