In this chapter, the power relations among managers within organizations and the conflicts arising from these relations are examined through both theoretical frameworks and contemporary examples. The concept of power is not merely confined to hierarchical authority or formal positions; rather, it constitutes a multidimensional construct shaped by social relations, cultural contexts, and ethical values. In this regard, power in organizations possesses both visible and invisible dimensions, and decision-making processes are determined not only through formal authority but also through informal networks, social capital, and personal alliances. Within the context of leadership, the distinctions between transformational and authoritarian approaches become particularly salient. Transformational leadership employs power as a tool to unlock the potential of employees, whereas authoritarian leadership relies predominantly on coercion, control, and punitive measures. The divergence between these two models reflects the broader question of whether power is understood as a shared resource or as a centralized mechanism of domination. The study emphasizes that while transformational leadership fosters organizational commitment and motivation, authoritarian leadership tends to fuel conflict and resistance strategies. Informal channels of communication, managerial alliances, and the strength of social networks expose hidden domains of power, which often prove to be more influential than formal hierarchies. Examples drawn from public and private sector organizations illustrate the contextual dimensions of power relations: in public institutions, authority is predominantly grounded in regulatory frameworks, while in the private sector, patronage, favouritism, and loyalty relations play a decisive role. Finally, the relationship between power, organizational culture, and ethics is addressed. It is argued that the ethical and transparent use of power strengthens the perception of justice, whereas arbitrary and unethical practices of power foster organizational corruption. Consequently, in contemporary organizations, sustainable success becomes attainable only when power is conceived not merely as a mechanism of control but also as a bearer of ethical, cultural, and social values.