Power in organizations power operates through formal and informal authority. It emerges from control over resources, access to decision-makers, expertise, information, technical expertise, cultural knowledge, personal characteristics and the ability to shape perceptions. This chapter shows that power is relational, situational, and often informal exercised as much through influence and omission as through command. Across the cases, individuals with limited hierarchical authority frequently outperform formal leaders by mastering informal power sources: networks, timing, narrative control, and coalition-building. Conversely, positional power proves fragile when it lacks legitimacy, credibility, or cultural alignment. Power is sustained not by visibility but by dependency. Those who control scarce resources—knowledge, budgets, approvals, or access—become indispensable, even when they remain in the background. Attempts to ignore or neutralize these actors often trigger resistance or sabotage. The chapter demonstrates that power is neither inherently good nor bad, but part of any organization’s life. Leaders who deny its existence become vulnerable to it. Effective leadership requires recognizing power dynamics, using them responsibly, and understanding that authority grants permission to act—but power determines whether action succeeds.