This article focuses on the nature of power dynamics that faculty and staff grassroots leaders encounter as they attempt to create change. I identified five distinctive types of power dynamics--"oppression," "silencing," "controlling," "inertia," and "micro-aggressions" from the most overt to more subtle and covert forms. Staff experience multiple forms of power dynamics that are extremely difficult to overcome; faculty experience less intense forms of power dynamics. The severe forms of oppression and silencing that staff face lead to turnover and lack of leadership for initiatives, and impact the resiliency of individuals involved in change. I also describe ways that grassroots leaders navigate power dynamics through networks, accountability structures, or flying under the radar. (Contains 18 notes and 1 table.)