Organizational conflict constitutes an inevitable and dynamic phenomenon arising from divergent interests, values, perceptions, and unequal access to resources within contemporary organizations. Alongside increasing organizational complexity, collaboration intensity, and performance demands, conflict has become deeply intertwined with power relations that shape decision making processes, interpersonal interactions, and organizational outcomes. This article aims to examine organizational conflict through an integrated lens of power theory and contemporary conflict management approaches, emphasizing how power utilization influences conflict dynamics and resolution effectiveness. Using an integrative literature review approach, this study synthesizes recent theoretical developments and empirical findings published primarily within the last five years to provide a comprehensive understanding of the relationship between conflict and power in modern organizational contexts. The review reveals that conflict does not inherently produce negative consequences; rather, its outcomes depend largely on how power is exercised by organizational actors, particularly leaders. Cooperative and ethical uses of power, such as empowerment, participatory decision making, and transparent communication, tend to foster psychological safety, procedural justice, trust, and constructive task conflict that enhances learning, innovation, and performance. Conversely, coercive and unilateral power practices frequently intensify relationship conflict, resistance, and declining organizational commitment. Furthermore, the findings highlight the critical role of leadership in balancing formal authority and informal influence to channel conflict toward productive outcomes. This article contributes to organizational theory by integrating power and conflict perspectives into a unified analytical framework and offers practical insights for leaders and managers seeking to manage conflict strategically while promoting sustainable organizational effectiveness and healthy workplace relations.