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Admirals:command, Leadership And Genius

机译：海军上将：指挥，领导和天才

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Historically, the job of the admiral was to make high level decisions that affected the conduct of war, or the preservation of peace, far from home, and without access to the advice of kings or queens, statesmen and ministers. This article charts the necessary qualities and gifts of successful British admirals throughout the ages. During the Trafalgar celebrations of 2005 it became clear that the enduring national, indeed international fascination with the career of Admiral Lord Nelson threatened to obscure the careers of every other admiral, and in the process deprive his work of any meaningful context. If we are to learn anything about the business of the admiral from past experience it would be wise to temper our adulation of the unique with a closer study of the experience of other outstanding admirals. How did other admirals meet similar challenges? Having defined an admiral as the officer charged with the supreme command of a navy, in peace or war eleven English/ British admirals were selected to trace the creation and development of the art of the admiral from 1588 to the middle of the Second World War, when much of the business that Nelson had known was overtaken by new technology and the scope for comparison was thereby greatly reduced.
机译：从历史上看，海军上将的工作是在远离家乡的地方做出影响战争或维护和平的高层决策，并且无法获得国王或王后，政治家和大臣的建议。本文列出了各个年龄段成功的英国海军上将所必需的素质和才能。在2005年特拉法加（Trafalgar）庆祝活动中，很明显，纳尔逊勋爵（National Lord Nelson）的职业历久不衰的民族乃至国际迷恋威胁到掩盖其他所有海军上将的职业，并在此过程中剥夺了他任何有意义的工作。如果我们要从过去的经验中学到任何有关海军上将事务的知识，明智的做法是，通过仔细研究其他杰出海军上将的经历来调整我们对独特性的拥护。其他海军上将如何应对类似的挑战？在将海军上将定义为负责海军最高指挥官的军官之后，在和平或战争中，共选择了11名英国/英国海军上将来追溯从1588年到第二次世界大战中期的海军上将的创作和发展，纳尔逊知道的很多业务都被新技术取代，从而大大缩小了比较范围。

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    《The RUSI journal》 |2009年第1期|p.72-76|共5页
  • 作者

    ANDREW LAMBERT;

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