Читать книгу War: A History in 100 Battles - Richard Overy - Страница 9

In our current age, ‘leadership’ is taught as a classroom subject, as if everyone could become a leader if they paid enough attention and did their homework. The history of warfare through the ages should be enough to disabuse us of this illusion. The quality of leadership has varied widely in battle. The fact of command does not turn an indifferent officer into a true leader, any more than a leadership seminar today can turn someone into a leader of tomorrow. Indeed, it is possible for a leader to emerge quite independent of the formal military structures, as the success of Spartacus as leader of the slave rebellion against Rome, or the victory of the iconic Che Guevara in the Cuban Revolution, have both demonstrated. Successful military leaders are usually defined by their successes, but in many conflicts this means success on the battlefield, once, twice or many times, rather than success in war. Napoleon Bonaparte and Erich von Manstein are two such figures whose qualities of leadership are not in doubt, with an impressive list of battle successes, but both faced historical forces that doomed their efforts to eventual failure.

What, then, defines leadership in battle if it is not ultimate strategic or political triumph? This is a difficult question to answer because the nature of battlefield leadership has changed considerably through time. When rulers and generals led their men in person, leadership was based partly on the bravery and fighting skill they displayed as an example to their men. When a leader fell or was killed, the effect on those fighting around him could be disastrous, as it was in the medieval battle of Legnano when the German king, Frederick Barbarossa, fell from his horse in the fighting and disappeared from view. Leaders who ran risks were respected; those who sat prudently on a nearby hill or in their tent relied on lesser commanders to win the loyalty of their troops and sustain their will to fight. In modern wars, the leaders seldom shared the dangers of battle and could be remote from the action. Their skill lay in working out the operational strategy that would secure victory, and their qualities were managerial as well as physical. Even then, knowledge that the leader was there, in contact, was still important. When Napoleon retired hurriedly from the disastrous campaign in Russia in 1812, he doomed his remaining, hopeless troops.

The most distinguished battlefield leaders have been those who combined a grasp of operational reality, a willingness to be imaginative with new technology and tactics, a courage and confidence communicated to those around them, and a willingness to share the dangers of combat. When Alexander the Great went calmly to his tent to sleep on the night before the Battle of Gaugamela, his nervous officers were uncertain how to react. Alexander assured them that victory was certain and, according to the ancient accounts, slept soundly. The overwhelming majority of battles through recorded history suggest that soldiers and sailors fought on the day for their leader rather than for any great ideal, whether religious, political or national. This explains how fighters from very different ethnic or cultural or national communities, often pressed involuntarily into service, could still fight side-by-side against the common foe. The battlefield was a community all of its own in which leaders of whatever kind played a decisive part in holding that community together.

It is obvious in any history of battles that leadership is not a universal quality among military leaders, and many of those on the losing side were poor planners, with little grasp of the battlefield, were overconfident or arrogant in their assessment of the enemy, or were simply lacking in the necessary courage and optimism their forces needed. Such leaders can be found in many of the battles selected here. On the other hand, it was possible to have two leaders of evident quality pitted against each other, where only one could win. The Battle of Hastings perhaps comes closest to that model. It would be difficult to fault Harold for what went wrong that day and no-one would consider it a historical anomaly had he won the field rather than William. This is a reminder that even leadership was seldom enough on its own, which is why innovation, deception, raw courage or good fortune were there to supplement it.