One of the challenges that Agile faces is that it's rare the whole organisation is Agile, particularly if you're operating outside of the tech/startup universe (and, to be fair, within in too). So in almost every agile team, you're going to butt up against non-agile ways of thinking and working. Those different ways of thinking are going to be a source of friction - in the form of mismatched expectations, engagement patterns, and outcomes.
This isn't a new problem - bringing together different parts of a single business operating different ways has been a problem in organisations as long as there have been organisations. It's not new, and it's not going away any time soon. Even different agile teams in an organisation are likely to operate in different ways, think in different ways, and focus on solving different problems.
Broadly speaking, there are a few solutions that can be used.
1. Integration roles - specific individuals or teams that serve as the interface between different parts of the business. This often falls into the Product or Project management spaces. Their job is to speak Agile to Agile teams and speak other languages (Command and Control, Governance, etc) to other teams. The integration team become key stakeholders.
2. Ignore it. The Agile teams get on with being Agile; and practically minimise their interaction with non-Agile teams. This can work when you have a relatively isolated team in a larger business (e.g. a skunkworks type team). The number and influence of non-agile stakeholders are minimised. This often relies on a strong sponsor to protect the Agile teams.
3. Fake it. People within the Agile team act as the interface, preparing the project reports and Gantt charts, and timelines. That work is necessary waste - serving to ensure the team continues to receive budget and resources. This can create a barrier between the stakeholders and the team.
4. Compromise. Soften or change the team's agile approach to fit with other ways of thinking and working. This tends to compromise the agile approach and reduce its effectiveness to some degree. But it does tend to increase the influence of the stakeholders.
5. Try and change the rest of the business. If successful, this makes the whole business more Agile. But it's really hard to do - and requires substantial support from key people within the business (if it's organisation-wide change, then the CEO has to be on-board). The risk is trying to do this unsuccessfully can compromise trust in Agile working even for the teams that are successfully working that way.
There are probably other solutions - but these are a few to cover to start with!