A History of War in 100 Battles Page 3
Heat was just as debilitating as cold and a great many of the 100 battles recorded here were fought in searing temperatures and dry conditions that quickly turned the battlefield into a fog of churned-up dust or sand. The critical resource in all kinds of weather, more important for soldiers than any weapon, was water. It is what every wounded soldier asks for first. A shrewd commander makes sure that the army is camped near a supply of fresh water or that water can be ferried to the battlefield. Richard the Lionheart only won the battle at Arsuf because Crusader ships plied along the coast leading to Jaffa with barrels of water for the exhausted, sweaty Europeans in his army. Even then, men died of heat exhaustion on the way. It is hard to imagine having to fight amidst all the clamour and gore of the battlefield for hours on end with no prospect of water to assuage the debilitating effects of dehydration. American army recruits in the Second World War did ‘water hikes’ to prepare them for the reality of battle, marching 100 kilometres (60 miles) over two days in warm weather with just a 1-litre (2-pint) canteen to last the whole time. ‘My mouth starts sticking to itself,’ wrote William Wharton, ‘my tongue to the top of my mouth, my teeth to my lips, my lips to each other.’
The Exploit of the Mounted Regiment (1884), by Russian military artist Bogdan Willewalde (1819–1903), depicts an episode during the Battle of Austerlitz in December 1805 between the French armies of Napoleon and the forces of Alexander I of Russia and Francis I, Habsburg ruler of the Austrian Empire. Even battles on this scale became a series of small engagements that merged together into the larger conflict.
There comes a moment in most battles whose outcome is decided in a day or so of combat when one side or the other senses victory and the other senses defeat. Since most soldiers can see little more of the battlefield than what is immediately around them and are given almost no information in the midst of a battle, the way that sense is communicated comes either from the exhortations of commanders if victory seems likely, or the flight of leaders who realize that they have lost. The effect when a commander flees – as at Bannockburn in 1314 when Edward II turned tail – can be immediately damaging. Flight or surrender is a fast-moving infection. Once it is evident, the willingness to continue fighting evaporates with a startling speed. One of the strangest phenomena in battle is the moment when soldiers, who only minutes before are firing muskets or hacking away at the enemy, realize that they have to save themselves. Of course, surrender was often not an option, and there are numerous accounts of battles ancient and modern in which a unit of soldiers or horsemen is annihilated where its stands, surrounded by a sea of enemies. What that moment of certain death means, when men are observed fighting with a frenetic energy against all the odds, self-evidently cannot be known. But where it is possible to flee, at the exact moment when confidence in the outcome collapses, soldiers do so, sometimes in good order, but in a great many battles in complete panic. They are then pursued, hunted down and butchered. Napoleon’s Imperial Guard at Waterloo hurled themselves into the fray with determination, but shortly after, as Wellington’s lines moved forward, they could be seen on their knees weeping and calling for mercy. Soldiers in flight experience a psychological transformation now that their only concern is to save themselves rather than to protect the group.
For ordinary soldiers, the comprehension that they have won a battle can take time to sink in, partly because a large battlefield is a messy and incoherent whole, in which fighting might continue for longer in one small part while overall victory is assured. The Battle of Austerlitz was essentially won by Napoleon by mid-day, but the fighting did not finish at one end of the field for another four hours. Even commanders often have only a hazy view of how a battle is going. They have relied until recently on primitive forms of communication once battle is joined. Very few armies imitated the Mongols, whose commanders would seek high ground in order to signal with coloured flags to their units about their movement on the battlefield. Navies were better adapted to complex signalling, but even here a naval mêlée could easily mask the overall balance of the battle. Otherwise, even with the advent of radio, it could be difficult to direct embattled units or to be confident that plans were being fulfilled. Victory slowly emerged from the literal fog of war only when the enemy abandoned the field, surrendered, or was surrounded and killed.
Victory in battle is clearly likely to be exhilarating and soldiers and sailors indulge that victory in a variety of ways, though time and again they are evidently too exhausted, too damaged and too thirsty to do anything more than occupy the ground. Organized pursuit of a broken enemy, even if strategically sensible, is risky with exhausted men and in many famous cases failed to materialize. The aftermath of battle can be anti-climactic for the winners, particularly the wounded, who die later in droves after battles ancient or modern, their thankless task achieved at an awful cost. Nor is there any guarantee that once the fight is over, there will be food and water available. The Swedish victors at Breitenfeld had to wait until the following morning before they were given anything to eat or drink. The soldiers who survive know what they have done and will use it to weave their own personal narratives, heroic or otherwise. In earlier battles they were often rewarded at once to avert potential disaffection or mutiny and to maintain discipline among men now liberated from the tension of combat.
However exhilarating victory might be, at least for a bittersweet moment, battles seldom decided a war, and victory in one battle could quickly be tarnished by defeat in the next. Beaten soldiers or sailors returned home understanding the nature of their failure, even if glad to have survived. Japanese soldiers were encouraged to kill themselves rather than remain alive and dishonoured. One young conscript in the 1930s recorded in his diary that he was given a knife by his mother so that he could ritually disembowel himself if he was captured. The homecoming could be a mixed blessing even for the victors. The sailors who helped to defeat the Spanish Armada in 1588 were delivered to ports in England a few weeks later with no pay and no means of finding food or shelter save begging. Winning a battle could also be costly for the fortunate commander. The Roman general Flavius Aetius, who defeated Attila the Hun, was battered to death by his jealous emperor in person when he returned to Rome. The victor of Ain Jalut, where the Mongols were finally stopped in their tracks on their way to Egypt, was murdered by jealous officers on his way home. Battle is an event in its own right, with its own history and outcome, but what is made of the battle depends on the wider historical context, political as much as military. Winning in this sense really is only half the battle.
In some cases, battles have been used to serve as symbols or myths to endorse a particular political order or to encourage a shared cultural identity, and have soon assumed a historically abstract character, important for what they might mean for future generations and often surrounded by embellishments that turn the account from historical reality into a comfortable legend. For most ancient and early medieval battles, historians rely on accounts that are literary representations of what might have happened, largely devoid of detail and usually written long after the event. The eleventh-century epic French poem Chanson de Roland was based loosely on a battle that took place at Roncesvalles three centuries before, but its purpose by then was to enshrine notions of Christian nobility in French culture. The famous battle on the ice at Lake Peipus in 1242, where Alexander Nevsky drove back the German invader, was distorted by centuries of myth-making, and in the twentieth century it was adopted as a central motif of Soviet propaganda against the fascist enemy in the Second World War. The Battle of Britain and the Battle of the Somme have become central epic accounts in the search for a British identity, symbols of endurance and courage. Other battles are appropriated as foundation moments – the Battle of the Volturno River in 1860 cemented the unification of Italy; Marengo paved the way for Napoleon’s empire; Actium in 31 BCE became the founding battle of the Augustan age and the triumph of Octavian. There is also a history of how battles have been remembered once they are transfor
med over time into legend, distinct from the history of the battles themselves.
‘Battle’ as the key element of warfare for at least the past 4,000 years may nevertheless be dying out. The American belief that there is now a fundamental ‘Revolution in Military Affairs’ (RMA) – prompted by the new possibilities opened up by cyberwar and precise drone strikes – might make battle in a conventional sense obsolete. The exploitation of the ‘cognitive domain’ suggests that enemies could be subject to psychological pressures and threats that produce disorientation and uncertainty sufficient to obviate the need for actual killing. Perhaps the world is about to enter on one of those long periods of tranquility detected by archaeologists when they examine the hidden record of prehistoric violence. Or then again, perhaps not.
CHAPTER 1
LEADERSHIP
The Death of Nelson, by the Victorian artist Daniel Maclise, captures the moment that Admiral Horatio Nelson was fatally wounded by a shot from a French sharpshooter at the Battle of Trafalgar in 1805, in which the British Navy was victorious over a French-Spanish fleet. Despite dying early in the battle, Nelson’s leadership was crucial to its outcome.
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.
On 16 June 1743, British king George II, then nearly sixty years old, led an army of British and German troops against the French at the Battle of Dettingen. This was the last time a British monarch personally led an army into battle.
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.
* * *
No. 1 BATTLE OF GAUGAMELA
1 October 331 BCE
* * *
In October 331 BCE, Alexander the Great destroyed in a single day the power of the largest empire in the Middle East, that of the Persian ruler Darius III. Success had followed Alexander since he took the throne of Macedonia in 336 BCE, but victory over Persia and its allies sealed his reputation as a military genius aged twenty-five.
Alexander succeeded to the throne following the murder of his father, Philip. Within five years, he had confronted the Persian Empire and its wide network of satrapies (governors) in Anatolia, the coastal communities along the eastern Mediterranean littoral and in Egypt. He seems to have been an instinctive battlefield commander, though aware of the lessons to be drawn from triumphs of the past and the strategic practices of his father. In 333 BCE, he inflicted a heavy defeat on the Persian emperor at the narrow coastal plain around Issus in northern Syria, but failed to capture him. Alexander had ambitions to become master not only of Western Asia and Greece, but of the entire area the wealthy warrior empire of Persia had ruled for centuries. In 331 BCE, he set out from Egypt to track Darius down somewhere in present-day Iraq, determined it seems to inflict a decisive defeat on the Persians. He went armed with news, so the classical historians asserted, from the oracle at Siwah in Egypt’s Western Desert that he might be the son of Zeus, chief of the Greek gods. This certainly might explain the remarkable confidence that Alexander displayed in the final showdown against a Persian army at least four times larger than his own.
The Battle of Gaugamela is illustrated in this tapestry, based on a painting by the 17th-century French artist, Charles Le Brun (1619-90). Le Brun undertook a series of paintings in the 1660s and 1670s depicting the triumphs of Alexander the Great, as homage to his wealthy patron, King Louis XIV.
The Macedonian force was still large – 40,000 foot soldiers and 7,000 cavalry – and its movement across hundreds of miles of territory was an organizational feat in its own right. Alexander crossed from Egypt to Syria, where he lingered for some weeks, waiting to hear if Darius was preparing his own army for combat. When news reached him in mid-July of the Persian emperor’s whereabouts, Alexander led his army towards the River Euphrates, intent on his showdown. On the opposite side there were 3,000 of Darius’s cavalry under the command of Mazaeus, but they withdrew southwards, scorching the earth as they went. This was to force Alexander to take the longer northern route past the Armenian mountains then down into the valley of the Tigris, where Darius was already preparing his battlefield near the village of Gaugamela. Stakes and snares were set to halt a cavalry ch
arge; the ground was flattened to enable the 200 Persian chariots armed with sharp scythes to run straight and fast at the ranks of the enemy. Ancient authors talked of one million men in the Persian army, but the number is likely to have been perhaps 200,000, of whom 30,000 were cavalry drawn from all over the empire. Fifteen Indian elephants were to guard the centre of the Persian line.
Alexander captured Persians sent to reconnoitre his force and learned exactly where Darius was. On 29 September, he ordered his army to march off in battle order for a possible night attack on the enemy; sensing their fear as they sighted the 100,000 camp fires of the enemy host, Alexander called a halt on the heights overlooking the ‘Camel’s Hump’, the hill from which Gaugamela took its name. He spent the day exhorting his troops and inspecting the prepared battleground. In the evening he made a sacrifice in honour of Fear, to propitiate the emotion. Then he worked out his battle plan in detail with his commanders, compensating for the strength of the enemy by unconventional means.