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Leadership by Objective

The term "management by objectives" was first popularized by Peter Drucker


in his 1954 book 'The Practice of Management'.[1] The essence of MBO is
participative goal setting, choosing course of actions and decision making. An
important part of the MBO is the measurement and the comparison of the
employee’s actual performance with the standards set.

1 Timothy 1:1, 2
1
Paul, an apostle of Jesus Christ, by the commandment of God our Savior and the Lord Jesus
Christ, our hope, 2 To Timothy, a true son in the faith: Grace, mercy, and peace from God our
Father and Jesus Christ our Lord.

Paul wrote this book as a training manual for young Timothy


and sent it to the young leaders as he attempted to pastor
an intimidating church in Ephesus. Paul issues five
charges for Timothy:

1. First charge: Wage the good warfare (1:18-201).


2. Second charge: Conduct yourself worthy of God’s
house (3:14, 15).
3. Third charge: Do not neglect your gift (4:11-16).
4. Fourth charge: Observe these things without
prejudice (5:21).
5. Fifth charge: Guard what is committed to you (6:20,
21).

Paul communicates his purpose on several occasions. He


declares it in 1 Timothy 1:5. 5 Now the purpose of the commandment is love
from a pure heart, from a good conscience, and from sincere faith,

Paul believed in management by objective. He was


quick to share his bottom line goals with his team and
encouraged them to meet those objectives in the manner
that suited them best. He considered the mission, not
the methods, scared. He teaches us that:

1. Leaders manage goals. They let people choose their


own methods.
2. Leaders create atmosphere. They let people own
their style.
3. Leaders determine budget. They give ownership of
how money is spent.
4. Leaders choose priorities. They share activities with
gifted people.
5. Leaders train the team. They freely give away the
credit for victories.