Been on both sides of the equation as well over the past three decades. Two observations.

1) As you said, when you have a lot of junior developers (which given developer demographics is a given), you need some structure. Scrum provides that. For better or worse, the structure is helpful to people that are still a bit uncertain about how stuff works. I hate stand-ups as much as any other developer. But as a product focused CTO, I love that it gets the day started and my developers out of bed, awake and cafienated and focused on the job. Scrum's other meetings are a necessary evil. You need a platform to get them aligned with business goals. They don't naturally do this by themselves. Most importantly, a lot of developers kind of expect to this structure at this point. Providing structure to a team is important. Scrum is as good as any other structure. Not ideal with remote teams as meetings get more tricky.

2) Most scrum roles are junior management roles. And as such you get typically not very experienced people filling these roles as part of their entry into the corporate rat race. So, you get corporate politics playing out at the micro level with lots of turf fights about stuff that generally is close to irrelevant. Ranging from the right way to run meetings, the best issue tracker, etc. It's this endless friction that is causing a lot of resentment with more senior developers. Particularly in larger organizations this can get ugly in a hurry.

My strategy for containing this madness:

1) Keep teams small. Small teams are efficient teams that should not need a lot of (micro) management. And they also don't need a lot of formal roles.

2) No scrum masters. It's a bullshit role that doesn't add a whole lot of value. Especially in smaller teams. Instead I prefer to have tech leads calling the shots on their team or topic and stepping up as a leader. Part of that responsibility is leading the team in a direction that makes sense from a technical and business point of view. And the rest is about coaching people around them. It's something that happens naturally even when you don't want it to. So, I mostly just let this happen and encourage it.

3) Product ownership splits into technical and business ownership. While these can be the same person, it's better to have two equally ranked people shooting for consensus covering both business and tech. That ensures the business and tech is actually aligned. Weed out unrealistic requirements and deadlines; make sure that the technically easy yet valuable work actually gets done; ensure that business value is delivered; ensure that work gets prioritized correctly and that POs don't revert back to waterfall.

4) Management by exception. I like giving people enough room to manage themselves. I step in when that doesn't work. And I use positive re-enforcement to encourage them to do more of the right things. I'm not actually a genius; so I need smart people to tell me what the right way is to do things. Especially when those are things I'm not that good at. People closest to the problems, usually are best positioned to come up with good solutions. So let them. Fix it when that isn't working.

5) Use sprints as a predictable, calendar based umbrella for people to structure their activities around. Short enough cycles that it doesn't turn into waterfall. Long enough that we don't drown in meetings. Day to day management is Kanban based. Just generally remove uncertainty about what needs doing, who is doing it, why we're doing it, what's coming next, etc. Using continuous deployment to release stuff means that guarding quality is a constant and not a once a sprint kind of thing. Sprints are not release deadlines. Using Kanban day to day means that any high priority issues jump to the top of the stack right away. Short feedback cycles are key to keeping quality and morale high.

6) Meetings can be synchronization blocks. Any engineer knows those are bad. Business people seem to never grasp the cost of meetings (as this is all they do). It translates 1 to 1 to how teams function as well. That's why day to day work should not be blocked on meetings. We have issue trackers, slack, and other communication tools to sort out any blocking issues. Also, just talking to a person can be surprisingly effective. Scrum meetings are neatly partitioned to be about things like status updates, prioritization, estimation, and reviews. None of those meetings should be on the critical path to delivering working software. The correct way to resolve issues is direct or asynchronous communication (as is convenient).

7) Try to keep the few meetings we have a bit positive, light and friendly. It's bad enough that we have to sit through those. Conflict is what makes scrum so controversial. The constant bickering about everything and anything is just a mental drain on everyone. I try to keep that out of meetings as much as I can. Having tech leads means that they get a first shot at a decision. So, no need to have a lot of meetings about that. I use one on ones to correct a lot of things when they go wrong in meetings. Meetings are for positive re-enforcement. Call out the things that go well, inspire people to do more of the good stuff, etc.