**Abstract**

It is commonly believed that democratic elections lead to the election of good leaders and help to mitigate conflict of power within organisations. However, power struggles that are associated with leadership succession at the top level and the appreciation of leaders who occupy top positions seem to engender strife in faithbased organisations. Using the Apostolic Faith Mission in Zimbabwe church (AFM) as a point of reference, this article sets out on the premise that the change of the traditional model of transferring power that occurred from 2000 up to the time of this study and the appreciation of leaders at the top level trigger strife in the AFM. Up to the time of this study, in the Apostolic Faith Mission in Zimbabwe Church (AFM), there are some innuendos that suggest that during the time that the AFM followed the traditional model of transferring power the older, senior, and mature leaders who assumed top positions of leadership did not put much emphasis on appreciations. Consequently, this article suggests that faith-based organisations should not change their traditional models of transferring power at the top level as well as manage the appreciation of top leaders as a way of mitigating organisational conflict.

**Keywords:** Apostolic Faith Mission Church, organisational conflict, power, appreciations, faith-based organisation, Zimbabwe
