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The starting point of Roger Knight's magnificent new biography is to explain how Nelson achieved such extraordinary success. Knight places him firmly in the context of the Royal Navy at the time. He analyses Nelson's more obvious qualities, his leadership strengths and his coolness and certainty in battle, and also explores his strategic grasp, the condition of his ships, the skill of his seamen and his relationships with the officers around him - including those who could hardly be called friendly.
This biography takes a cool look at Nelson's status as a hero and demolishes many of the myths that were so carefully established by the early authors, and repeated by their modern successors. Nelson was a shrewd political operator who charmed and impressed political leaders and whose advancement was helped by the relatively weak generation of admirals above him. He was a difficult subordinate, only happy when completely in command, and capable of great ruthlessness. He was flawed, but brilliant - and not to be crossed.
1004 pages, Kindle Edition
First published January 1, 2005
“The damnable and cursed doctrine of Wilberforce and his hypocritical allies; I hope my berth in heaven will be exalted as his, who would certainly cause the murder of all our friends and fellow-subjects in the colonies.”
1. He was socially insecure and in awe of royalty.
2. He was extremely confident and aggressive professionally.
3. He was very popular with his men and considered exceptionally accessible.




Up to the beginning of 1796 he was one of a number of a gifted generation of naval officers, taking advantage of superior British naval resources and technology to best the French and Spanish navies. Though physically brave, aggressive and successful, nothing until now had marked him out from others with talent and ambition. . . . Before he left the Mediterranean in February 1797, Nelson had already discovered the foundation for his inspired leadership, which rested on winning goodwill and cooperation. (p. 218)
His control was instinctive, based on informality, frankness and discussion, and it rested on personal confidence, quickness of mind and a charm of manner. It contrasted sharply with the formal, hierarchical system of the late eighteenth century. . . . Nelson came to the conclusion 'that the best way to control veteran subordinates was not to try'. (p. 286).