This integrative literature review explores the interconnectedness of organizational conflict and power, emphasizing their dynamic relationship in contemporary organizations. As organizations face increasing complexity due to globalization and digital transformation, conflict is recognized as a structural feature shaped by power relations. The review synthesizes theoretical advancements and empirical evidence to provide insights into how power influences conflict dynamics and resolution effectiveness. Early perspectives viewed conflict as dysfunctional, while contemporary research highlights its potential for positive outcomes when managed constructively. Power, traditionally seen as a formal mechanism of influence, is examined through critical lenses, revealing its relational and discursive nature. The study underscores the importance of cooperative power practices, which promote trust and constructive conflict resolution, in contrast to coercive power that exacerbates interpersonal tensions. Leadership emerges as a pivotal factor in managing this interplay, with ethical and participatory approaches fostering inclusivity and innovation. Given the complexities of modern organizational settings, the review emphasizes the necessity for leaders to develop competencies that enable constructive power utilization and transformation of conflict into a strategic resource for organizational growth and learning. Thus, the findings contribute to both theoretical frameworks and practical applications in conflict management.