Power, Politics and Conflict in Organisations

Assignment Brief

Individual Paper (2,500 words): Academic analysis of Power, Politics and Conflict in organisations, including reflective statement (30%) LO2:  Discuss the impact of power, politics and conflict on organisations and employees; students will have an opportunity to learn how power works in organisations and to examine some of the political tactics employed in various situations ; the difference between constructive dissent and confrontational conflict and how both can be handled to best effect.

Following on from last term’s analysis of leadership theory which is part of the psychology of business leadership, the next stage of our MN5009 Module is to examine the role power, politics and conflict play in leading organisations.

Throughout this theme, we study examples of power, types of power e.g. French and Raven’s 5 Bases of Power; how power is used and misused in business, and the conflict this can cause.

For this assessment you are required to explore the role of Power, Politics and Conflict in relation to what happens in real organisations. This is an individual assignment of 2,500 words in which you will demonstrate your understanding and application of the concepts of Power, Politics and Conflict.

Using relevant academic theory studied on the module you must critique how power, politics and write a paper outlining your arguments and findings. You should reference Machiavelli’s – The Prince in detail, as well as the other academic articles studied on the module.

You should also provide a 500 word self-reflective statement on what you have learned about Power, Politics and Conflict and how this may help you in your future career. 

The Report (2,500-words): 

The Report will be divided into sections, with titles, headings and subheadings as appropriate: You must use academic referencing for the material studied on the module.

Introduction (approx 200 words.)

You need to state the aims and objectives of your report. Introduce the key concepts, ideas, theories, theorists you will use in relation to power, politics and conflict. Identify which real-life examples you will use from industry to apply the theory to.

Academic Analysis (approx 1,600 words)

Where you analyse the three concepts we have studied:

• Power – Discuss the concept of Power in leadership and business. Drawing on texts used in the module apply the key concepts to the case study e.g. Machiavelli , French and Raven’s 5 Bases of Power

• Politics – what is meant by organisational politics? How could you reference the theory? and what role does organisational politics play in the real-life organisational example(s) you have chosen?

• Conflict – What is the nature of the conflict? How was it created and what impact does it have on the outcome for the organisation?

• Use relevant Harvard Business Referencing

• Linking Theory to Practice – How can you use your real-life organisational examples to demonstrate how the theory on Power, Politics and Conflict is reflected in real business life?

Conclusion (approx. 200 words)

Bring together the ideas and theories you discuss in relation to the real-life business examples. State how you have achieved the aims and objectives of the report. You should identify the core the issues in relation to Power, Politics and Conflict. Write how the assignment has helped you understand the theory and how this is applied in a business setting.

Reflective Statement (approx 500 words)

Explain what you have learned on the module with regard to Power, Politics and Conflict.

1. Academic – what specifically have you learned about Power? Politics? Conflict? 
2. Practice – what skills have you learned? e. g. critical analysis? Academic writing skills?
3. Personal – what have you learned about you in relation to what you have studied on the module? e.g. knowledge, skills, abilities, increased confidence, type of leader? How you would use ‘power’ in your job and career?

Sample Answer

Power, Politics and Conflict in Organisations

Introduction

The study of leadership cannot be separated from an examination of power, politics and conflict. Organisations are human systems, and the way authority is exercised, how individuals and groups pursue their interests, and how disagreements are managed often determines whether the organisation thrives or fails. The aim of this report is to analyse the role of power, politics and conflict within organisations, using relevant theories and applying them to real-life examples from industry.

Key concepts include Machiavelli’s insights in The Prince on the use and preservation of power, French and Raven’s Five Bases of Power as a framework for understanding authority, and theories of organisational politics that explain informal influence and manoeuvring. Conflict, another central theme, will be examined in terms of its causes, forms and consequences, with a focus on the difference between constructive dissent and destructive confrontation. Case examples, including those from multinational companies such as Amazon and Uber, will be used to show how these theories operate in practice.

The objectives are to evaluate how power is exercised, how politics shapes organisational outcomes, and how conflict affects both employees and wider organisational performance. By linking theory to practice, the report will show how these forces interact in modern business life.

Academic Analysis

Power in Organisations

Power is the capacity to influence others and to secure compliance, whether through authority, persuasion or coercion. Machiavelli’s The Prince remains a foundational text, suggesting that leaders must balance morality with pragmatism, often relying on strength, cunning and calculated decisions to maintain control. Although written in the sixteenth century, his arguments resonate in today’s competitive corporate world where leaders are often judged by results rather than intentions.

French and Raven’s Five Bases of Power (1959) – legitimate, reward, coercive, expert and referent power – provide a modern lens to interpret leadership dynamics. For example, Jeff Bezos of Amazon combined expert power (deep knowledge of technology and logistics) with legitimate authority as CEO to shape Amazon’s rapid expansion. Yet, reports of harsh working conditions in warehouses show how coercive power was also exercised, highlighting how reliance on different power bases can shape both innovation and controversy.

The misuse of power can damage employee morale and trust. Uber under former CEO Travis Kalanick illustrates this. Kalanick’s reliance on coercive and reward power helped scale the company aggressively, but the culture of fear and internal conflict ultimately harmed its reputation and stability. This case shows how the balance of power forms the foundation of an organisation’s culture and long-term sustainability.

Organisational Politics

Politics in organisations refers to activities outside formal authority systems, through which individuals or groups seek to influence decisions, secure resources or gain advantages. Politics is not inherently negative. At times, it can be a constructive way of resolving competing interests. However, excessive or manipulative political behaviour can erode trust and transparency.

Mintzberg described politics as a natural result of ambiguity and competing goals within organisations. For example, senior executives may use political tactics to secure budget allocations or push strategic priorities. Amazon again provides a useful example. While Bezos emphasised data-driven decision-making, employees often reported intense lobbying within the organisation, where departments competed fiercely for recognition and resources. These political manoeuvres shaped which projects survived and which were abandoned.

Machiavelli argued that political skills are necessary for leaders to maintain stability, and in a modern corporate context, this can be seen in how executives navigate shareholders, regulators, and employees. For example, Satya Nadella at Microsoft demonstrated how political skill, when combined with empathy, could transform a previously rigid corporate culture into a more collaborative and innovative one.

Conflict in Organisations

Conflict arises when interests, values or goals clash. It can be task-related, interpersonal, or structural. Not all conflict is harmful; constructive dissent can foster innovation, creativity and problem-solving. However, unmanaged or destructive conflict can paralyse teams, increase turnover, and harm organisational reputation.

Conflict often emerges from power imbalances and political manoeuvring. Uber again provides a strong case study. Allegations of discrimination and harassment revealed deep conflicts between employees and leadership, which eventually led to Kalanick’s resignation. This shows how unresolved conflict can reach a crisis point, forcing dramatic change.

On the other hand, companies like Pixar illustrate the value of constructive conflict. Creative disagreements are encouraged in a safe environment where employees are empowered to challenge ideas without fear of reprisal. This type of conflict strengthens output and demonstrates how dissent, when channelled positively, can fuel organisational success.

Continued...