General Gates at the Battle of Saratoga

Commanders at all levels face increasingly challenging scenarios as the operational environment changes. Some instinctively motivate and empower their subordinates to think and act independently, thereby influencing actions during combat. However, those who understand the commanders' activities of mission command will influence not only subordinates, but the outcome of the battle as well. Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders.1 Commanders who understood the importance of mission command was Major General Horatio Gates. General Gates at the Battle of Saratoga successfully utilized mission command through leading, understanding, visualizing and assessing.

The Revolutionary War began in 1775 as a result of the political struggle for American Independence from the Kingdom of Great Britain.2 By 1776, British strategists devised a plan to isolate the northern colonies where patriot support for independence was greatest. The plan was to advance south from Canada along the Hudson River Valley and converge on Albany, New York.3 The British forces numbered 6,500 and were a mixture of British regulars, Canadians, German Hessians, and colonists loyal to Britain4. Major General John Burgoyne commanded the British forces.

Commanding the Northern Department of the Continental Army was General Gates, a former British officer. Upon assumption of command, General Gates' forces numbered 4,500, and were a mixture of Continental troops and local militia.5 General Gates' mission was to block the British advance on Albany at Saratoga. The Battle of Saratoga consisted of two separ...

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...neral Gates would not deviate from his plan when the risk outweighed the reward. Had he committed his reinforcements and lost, he would have exposed his left flank and jeopardized the advantageous position he held which could have resulted in a British victory.

Accepting risk is an inherent necessity of commanders past and present. General Gates knew a purely defensive operation was risky, but he also knew that engaging the British on open terrain was an even greater risk. Commanders today should consider the implications of accepting too great a risk while developing the situation and operational approach to their desired end state. Whatever the mission, by empowering subordinates, enabling disciplined initiative and driving the operations process, commanders will not only provide that needed and desired leadership, they will affect the outcome of the battle.