Download Gettysburg: Leadership During the Civil War

Gettysburg: Leadership During the Civil War
Presidential Leadership Academy
October 16, 2010
Let me start off by saying that to me, Civil War is the most interesting war to study. I
don’t know why, but it may have something to do with the reenactment we did in 10th
grade history where we split the class in half and fought the civil war on the Smart Board.
When I found out that we would be going to Gettysburg, I was very excited. I wanted to
learn more about this war I found so fascinating. But to be able to do that in the context
of a leadership program was a perspective I never would have imagined.
Not only did we look at the battles that took place during those three days in July 1863,
but Dr. McCausland then took the stories that historian and battlefield expert Colonel
Tom Vossler explained and analyzed the leadership decisions (or lack their of) that
caused the battle to have the shape that it did.
Some of the ideas we talked about were when John Buford got to McPherson’s ridge and
send a note to John Reynolds that he believed there were Confederate men in number
coming up the ridge and to send reinforcement fast. Buford also made the decision to
dismount the Calvary so that they would have better aim with their weapons and to cause
the Confederacy to attack the Union men differently. The leadership values here we
discussed were the abilities to adapt, innovate, and overcome as well as effective
communication. Buford was able to effectively and succinctly communicate to Reynolds
what the situation was and what help he needed. Reynolds then took immediate decisive
action to send men to help Buford defend this useful ground. Buford also adapted to the
land—there was more land to defend than men to defend it—Buford had left 1/3 of his
men to recuperate and take care of their animals. Also, when he dismounted the Calvary,
¼ of the men had to then go and watch the animals during the battle. So there were not
nearly as many men available to help as Buford needed—but he adapted and was
innovative by spreading the men thin, having a falling back point and causing the
Confederates to think this was infantry not Calvary which would make them attach the
Union differently. Because he made these changes, he was able, along with his men, to
hold the ground until Reynolds’s backups came to help.
The same sort of analysis were done when we talked about the technology—the types of
artillery used during the war as well as the medical advancements—the use of triage.
For me one of the most interesting battles was the battle on Little Round Top. Joshua
Chamberlain and the 20th Maine Regiment were instructed to “Hold this ground at all
hazards” meaning that they were supposed to all be dead if any of the Confederate
soldiers got through the line. This was the last line of defense on the left flank of the
Union line—if the Confederates got through, they would be able to get through the rest of
the Union line and take a very valuable hill. After holding the Confederates through two
attacks, Chamberlain’s men were running low on morale and out of ammunition. With
nothing to lose, he ordered a bayonet charge—instead of defending the hill, the Union
men were going to attack the Confederates. The stretched the men so that it was a single
line of bodies (instead of the usual double rank). The extra length allowed the Union to
move the far left even further to the left than previously. With those men, Chamberlain
had them do a right wheel, where they would swing as a straight line down the hill
sweeping any and all Confederates to the rest of the Union men—cornering them and
forcing them to die or become prisoners. It was successful. Chamberlain was able to take
a pretty dismal situation and turn it into a successful mission. He was able to see the
bigger picture and with nothing to lose, made a decisive decision and then effectively
communicated that decision with enthusiasm to get his men to follow through and win
the battle and maintain the high ground.
Overall, this was an incredible experience—very well organized and the lessons were
clearly related to the stories told. What was more impressive was that the leadership
qualities we identified in Civil War leaders could be applied to situations outside of the
military. For example, when organizing a group of people to achieve a certain goal, it is
important to make sure that each person has the goal in mind and has a clear idea of what
that goal is—effective communication is important on and off the battlefield.