You should collectively have just refused to work for them in this case.
They're not called scrum masters but the healthcare industry is absolutely full of them. One peculiar thing about the covid crisis was, at least around this particular corner of the planet, in the all-hands-on-deck situation where everyone on the floor in healthcare had to help out, these people suddenly found other things to do. It was impressive to see what could be accomplished when everyone was focused on a singular goal, without a coach in sight. I'm sure there's a lesson there somewhere.
Concluding: It is certainly refreshing how efficient groups can be once a crisis forces all attention towards one single goal. (Perhaps unfortuntately) that is not a reliable (crisises are usually not predictable) nor sustainable (other goals tend to get neglected in crisis mode).
Since the purpose of a hospital is not to make money but to improve health-related outcomes, this is usually bad.
On the other hand, it turns out that focus on improving health-related outcomes by applying science and statistics works really well... and usually decreases costs, too.
This is no guarantee any more. Newly minted managers coming from a development position that have only ever worked in dysfunctional organisations (and got promoted from within) will only reinforce the existing bad practices.
Give it a few years.
I don’t think that people who don't write or never wrote software should have a place in a software development team. We don’t allow scrum masters and agile coaches in hospitals and ask them to “improve the process”, because we know the only “improvement” we will get is millions of dead and injured. But for whatever reason we allow freshly minted certified scrum masters to lecture seasoned professionals on process, to organise 19 meetings a day to discuss the differences between scrum and agile and, in general, to unleash havoc and destruction.