As I go through the Ken Burns documentary, I am more and more under the impression (as opposed to the view asserted in the films) that Lee is overrated. McClellan was so inept (or was he passively trying to help the South as some suggested?) that he did not make it difficult for Lee. It seems, on the surface, that Lee was the product of Longstreet, Jackson, and Stuart. It seems that the North's success was partly due to its better generals rising to the top, whereas the South's structure remained more stagnant. Of course, Stuart's mistake before Gettysburg and Jackson's death did not help either.
Back to a comment I made earlier, which Lee was more accurate? Duvall's calm, humble, wise sage, or Sheen's angry, impatient, reactionary? Or was he both?
No, he certainly was not overrated. If anything, the average person would reactionarily say, "The South lost, the North won, therefore Lee was a poor general." Lee has insurmountable odds to overcome and he could never be called the "product" of any of his subordinates. He overcame 3 years worth of political squabbles/ineptitude that harmed him in the battlefield, infighting among his men, a very calm, warm, trusting attitude towards most his Lieutenants and the devastation of protecting the citizenry of the Southern states while balancing those political pressures and the court of public opinion. Note how many Major General changes the North had verses how many the south had for a commentary on his value. I think this is a fair characterization of perhaps Lee in many respects (for other readers, this is a lengthy quote- I apologize, but I think it illustrates my points):
"Deeper still had been the defect of Lee's excessive amiability. When every hour of an uneven struggle had called for stern decision, he had kept all his contention for the field of battle. The action opened, he was calm but terse and pugnacious; the fighting ended, he conceded too much in kind words or kinder silence to the excuses of commanders and to the arguments of politicians. Humble in spirit, he had sometimes submitted to mental bullying. Capable always of devising the best plan, he had, on occasion, been compelled by the blundering of others to accept the second best. He had not always been able to control men of contrary mind. His consideration for others, the virtue of the gentleman, had been his vice as a soldier...
When Lee's inordinate consideration for his subordinates is given its gloomiest appraisal, when his theory of command is disputed, when his mistakes are written red, when the remorseless audit of history discounts the odds he faced in men and resources, and when the court of time writes up the advantage he enjoyed in fighting on inner lines in his own country, the balance to the credit of his generalship is clear and absolute.
In three fast-moving months he mobilized Virginia and so secured her defense that the war had been in progress a year before the Unionists were within fifty miles of Richmond. Finding the Federals, when he took command of the Army of Northern Virginia on June 1, 1862, almost under the shadow of the city's steeples, he saved the capital from almost certain capture and the Confederate cause from probable collapse. He repulsed four major offensives against Richmond and by his invasion of Pennsylvania he delayed the fifth for ten months. Ere the Federals were back on the Richmond line again — two years to the day from the time he had succeeded Johnston — Lee had fought ten major battles: Gaines's Mill, Frayser's Farm, Malvern Hill, Second Manassas, Sharpsburg, Fredericksburg, Chancellorsville, Gettysburg, the Wilderness, and Spotsylvania. Six of these he had indisputably won. At Frayser's Farm he had gained the field but had not enveloped the enemy as he had planned. Success had not been his at Malvern Hill and at Sharpsburg, but only at Gettysburg had he met with definite defeat, and even there he clouded the title of his adversary to a clear-cut victory.1 During the twenty-four months when he had been free to employ open manoeuvre, a period that had ended with Cold Harbor, he had sustained approximately 103,000 casualties and had inflicted 145,000. Holding, as he usually had, to the offensive, his combat losses had been greater in proportion to his numbers than those of the Federals, but he had demonstrated how strategy may increase an opponent's casualties, for his losses included only 16,000 prisoners, whereas he had taken 38,000.2 Chained at length to the Richmond defenses, he had saved the capital from capture for ten months. All this he had done in the face of repeated defeats for the Southern troops in nearly every other part of the Confederacy. In explanation of the inability of the South to capitalize its successes, one British visitor quoted Lee as saying: "The more [the Confederates] followed up the victory against one portion of the enemy's line the more did they lay themselves open to be surrounded by the remainder of the enemy." Lee "likened the operation to a man breasting a wave of sea, who, as rapidly as he clears a way before him, is enveloped by the very water he has displaced." These difficulties of the South would have been even worse had not the Army of Northern Virginia occupied so much of the thought and armed strength of the North. Lee is to be judged, in fact, not merely by what he accomplished with his own troops but by what he prevented the hosts of the Union from doing sooner elsewhere...
In assembling this information he was not more adept than many another capable general, and in studying it he was not more diligent, but in interpreting it he excelled. Always critical of the news that came from spies, few of whom he trusted, he was cautious in accepting newspaper reports until he learned which correspondents were close-mouthed or ill-informed and which were reckless or well-furnished with fact. ...Stuart's "sixth sense" Lee soon learned to appreciate, and when the tireless officer affirmed that the enemy was marching toward an objective he named, Lee rarely questioned it. The infantry were apt to move quickly in the hoof-prints made by Stuart's returning courier. If Lee's strategy was built, in large part, on his interpretation of his intelligence reports, that interpretation was facilitated more by Stuart and Stuart's scouts than by anything else...
If Lee on occasion seemed "slow" to his restless and nervous subordinates, it was because some unvoiced doubt as to the enemy's plan or his own best position still vexed his mind. For when his military judgment was convinced, he begrudged every lost hour. Herein was displayed the fourth quality that distinguished his strategy, namely, the precision of his troop movements, the precision, let it be emphasized, and not the speed nor always the promptness of the march. The army as a whole, under Lee's direction, could never cover as much ground in a given time as the Second Corps under Jackson or under Ewell. It was very rarely that the whole force completed, under pressure, what "Old Jack" would have regarded as an average day's march. Usually Lee had to ride with Longstreet to accomplish even as much as was credited to the slow-moving commander of the First Corps. Lee, however, could calculate with surprising accuracy the hours that would be required to bring his troops to a given position. This was true, also, of the various units in a converging movement unless the units were Longstreet's and were not operating under Lee's own eye. After the Seven Days' campaign had acquainted him with his men and their leaders, Lee made only three serious mistakes in logistics. One of these was in the time required to occupy Harpers Ferry and to reconcentrate the army at Sharpsburg. The next was in calculating when the First Corps would arrive at Gettysburg, and the third was in estimating the hour at which that same corps would overtake A. P. Hill in the Wilderness. In two of these three instances, Lee based his advance on Longstreet's assurances, which were not fulfilled. Against these three cases of the failure of Lee's logistics are to be set his transfer of the Army of Northern Virginia to meet Pope; the movement down the Rappahannock to confront Burnside at Fredericksburg; the quick and sure detachment of Anderson and then of Jackson at Chancellorsville; the convergence of Hill's and of Ewell's corps at Gettysburg; the march from the Wilderness to Spotsylvania; the shift to the North Anna, and thence to the Totopotomoy and to Cold Harbor, and the careful balancing of force north and south of the James during the operations against Petersburg — the list is almost that of his battles. Had his mastery of this difficult branch of the art of war been his only claim to distinction as a soldier, it would of itself justify the closest scrutiny of his campaigns by those who would excel in strategy.
His patient synthesis of military intelligence, his understanding employment of the offensive, his sense of position and his logistics were supplemented in the making of his strategy by his audacity. Superficial critics, puzzled by his success and unwilling to examine the reasons for it, have sometimes assumed that he frequently defied the rules of war, yet rarely sustained disaster in doing so because he was confronted by mediocrity. Without raising the disputable question of the capacity of certain of his opponents, it may be said that respect for the strength of his adversaries, rather than contempt for their abilities, made him daring...Yet if "daring" is an adjective that has to be applied to him again and again, "reckless" is not. Always in his strategy, daring was measured in terms of probable success, measured coldly, measured carefully. If the reward did not seem worth the risk, nothing could move him — except the knowledge that he had no alternative...
These five qualities, then, gave eminence to his strategy — his interpretation of military intelligence, his wise devotion to the offensive, his careful choice of position, the exactness of his logistics, and his well-considered daring. Midway between strategy and tactics stood four other qualities of leadership that no student of war can disdain. The first was his sharpened sense of the power of resistance and of attack of a given body of men; the second was his ability to effect adequate concentration at the point of attack, even when his force was inferior; the third was his careful choice of commanders and of troops for specific duties; the fourth was his employment of field fortification...
As a tactician, Lee exhibited at the beginning of hostilities the weaknesses that might be expected of one who had been a staff officer for the greater part of his military career...Yet he continued to learn the military art as the war progressed, and of nothing did he learn more than of tactics. He overcame his lack of skill in the employment of his cavalry...
Predominant as was strategy in the generalship of Lee from the outset, and noteworthy as was his later tactical handling of his troops on the field of battle, it was not to these qualities alone that he owed the record he closed that day when he unbelted his sword after Appomattox. It had been as difficult to administer the army as to use it successfully in combat. Never equipped adequately, or consistently well-fed after the early autumn of 1862, the Army of Northern Virginia had few easy marches or ready victories. Lee had to demand of his inferior forces...the absolute best they could give him. The army's hard-won battles left its ranks depleted, its command shattered by death or wounds, its personnel exhausted, its horses scarcely able to walk, its transportation broken down, its ammunition and its commissary low. That was why its victories could not be pressed. Earnestly, almost stubbornly, he had to assert, "The lives of our soldiers are too precious to be sacrificed in the attainment of successes that inflict no loss upon the enemy beyond the actual loss in battle."10
On him fell the burden of an endless reorganization that is as much a part of his biography as it is of his title to fame. Out of the wreckage of battle, time after time, he contrived to build a better machine. He did not work by any set formula in administering the army, but by the most painstaking attention to the most minute details...To select men to succeed the general officers who fell in action, he would confer with those who knew the colonels of the regiments and he would examine each officer's record for diligence, for capacity, and for sobriety. ..His mobilization of Virginia, though it was among his most remarkable achievements and afforded sure evidence of his rating as an administrator, was equalled by the speed and success of his reorganization of the army after the Seven Days, after Sharpsburg, and after Gettysburg...
Next in order, among the reasons for Lee's success as a soldier, is probably to be ranked his ability to make the best of the excellencies and of the limitations of his subordinate officers. Thanks to the President's understanding of the need of professional training for command, and thanks, also, to the wisdom of his own early selections, Lee had some of the best graduates of West Point among his officers...Even when he availed himself of the well-schooled former students of the Virginia Military Institute, and of like schools in other states, he had to entrust the lives of many thousands of his men to those who had received no advanced training in arms prior to 1861. Along with the individual jealousies, ambitions, and eccentricities that had to be encountered in every army, he had to cope with political generals and with those who had a measure of class antagonism to the professional soldier. Perhaps Lee's most difficult labor was that of taking a miscellaneous group of Southern individualists, ranging in capacity from dullness to genius, and of welding them into an efficient instrument of command.
No commander ever put a higher valuation on the innate qualities of leadership. "It is," he wrote, "to men . . . of high integrity and commanding intellect that the country must look to give character to her councils."13 He was not quick to praise but he was sparing in criticism. When he offended the amour propre of any officer, he made amends. Unless a man was grossly incapable, he was slow to relieve him of command...
Lee would listen patiently to suggestions from any quarter, even when they were given by those who seemed disposed to usurp his function as commanding general; and he was always patient in dealing with personal idiosyncrasies, unless they touched his sense of honor and of fair play. Whatever the station of an officer, Lee endeavored to see that full justice was done him, though he avoided personal dealings, if he could, with those who had no merit with which to sustain their grievances.
Except perhaps in the case of Longstreet, the more a soldier was capable of doing, the more Lee demanded of him. Never brusque unless with extreme provocation, Lee was least suave and most exacting in dealing with those whose conception of duty he knew to be as high as his own. Once he got the true measure of Jackson, he would have considered it a reflection upon that officer's patriotism to bestow soft words or to make ingratiating gestures. He had a personal affection for the praise-loving Stuart, but he rarely put flattery or flourishes into his letters to that remarkable man. Yet when a dull brigadier or a stupid colonel came to his quarters, Lee did his utmost to hearten him. For young officers he always had kind words and friendly, considerate attention, except when it was manifest that they needed a rebuke. If he had nothing else to give an exhausted lieutenant who brought dispatches through the burning dust of a July day, he would proffer him a glass of water in the same tones he would have employed in addressing the President. Although he realized that a trained and disciplined officers' corps was the greatest need of the army, he was almost alone among the higher commanders of the Confederacy in realizing that the volunteer leaders of a revolutionary force could not be given the stern, impersonal treatment that can be meted out to the professional soldiers of an established government. How different might have been the fate of Bragg and perhaps of the Confederacy if that officer had learned this lesson from Lee!...
All that can be said of Lee's dealings with his officers as one of the reasons for his success can be said in even warmer tones of his relations with the men in the ranks. They were his chief pride, his first obligation. Their distress was his deepest concern, their well-being his constant aim. His manner with them was said by his lieutenants to be perfect. Never ostentatious or consciously dramatic, his bearing, his record of victories, his manifest interest in the individual, and his conversation with the humblest private he met in the road combined to create in the minds of his troops a reverence, a confidence, and an affection that built up the morale of the army. And that morale was one of the elements that contributed most to his achievements. The men came to believe that whatever he did was right — that whatever he assigned them they could accomplish. Once that belief became fixed, the Army of Northern Virginia was well-nigh invincible. There is, perhaps, no more impressive example in modern war of the power of personality in creating morale. More than one writer has intimated that Lee's forbearance in dealing with Longstreet showed him too much of a gentleman to be a commander of the very first rank. It would be well for these critics to remember that the qualities of a gentleman, displayed to those in the ranks, contributed to far more victories than Longstreet ever cost Lee." (DS Freeman, "Lee" - I would recommend that you read Chapter XI of this book, "The Sword of Robert E. Lee" as a good summary of his life as a CSA soldier and his legacy- it can be accessed
here.)
RE: Duval or Sheen?
Art has difficulty imitating life- how does anyone rightly characterize another? But as a depiction I would say that Sheen is better, though I disagree with your assessment of the portrayal. Do remember that this "Gettyburg" Lee was 1) a depiction, 2) a single battle, 3) different set of circumstances and different arrangement of subordinates. From all fair accounts, north and south, he was gracious and unpretentious, but had a certain deportment and resign that was marked. See the above quote, also note my previous quote on Lee's harsh chiding of Stuart depicted in "Gettysburg." The harshest I've read to date is, "“Well General Stuart, you are here at last.”