講者：
Rosalind Williams: Robert M. Metcalfe寫作教授(The Robert M. Metcalfe Professor of Writing)
科學、科技與社會系上Williams的資料
Robert S. Langer: 化學與生物醫學工程資深教授與Kenneth J. Germeshausen 教授(Institute Professor and Kenneth J. Germeshausen Professor of Chemical and Biomedical Engineering)
Langer的個人資料
Robert Metcalfe: 北極星創投合夥人(General Partner, Polaris Venture Partners)
北極星創投合夥人
Phillip A. Sharp: 資深教授、麻省理工McGovern腦部研究所主任(Founding Director McGovern (Institute Professor
Founding Director McGovern Institute for Brain Research)
Phillip Sharp的網頁
Sharp實驗室
1993年諾貝爾生理醫學獎
關於本次演講：
這三位一流的科技人建議，有時候達成領導地位的最佳方式，就是追求願景或符合某些個人目標。
Robert Langer承認，「我不認為自己是一個領導人。我有單純的觀念，我僅想看看我是否能做一些對的事，並從中獲得滿足。」他認為自己很幸運能在哈佛醫學院找到工作，這個工作讓他能將工程技術應用在醫療問題上。「我想看看我們是否能做一些有助於改善人類健康的事情。」他認為自己的一些領袖能力，是要歸功於多年來爭取補助金所獲得的經驗－舉出一個案例是他與 美國國家衛生院（NIH） 纏鬥長達十七年以支持新型投藥系統 (Langer因此於 2002 年獲頒Charles Stark Draper 獎)。
Robert Metcalfe表示：「我們對於創新領導抱持著理想性，這很好。但它的敵人就是原地踏步，而對方可是擁有豐富資源，決心要打敗我們的創新。」Metcalfe的個人風格在其成就中表露無遺。他在 1980 年加入對抗 IBM 的戰爭，「當我擁有比他們還要好的發明時，他們投入所有獨佔資源來對抗我。我單槍匹馬被圍剿，但我打敗了他們。」為讓現狀變得更好，Metcalfe說：「你必須變得面目可憎」。
諾貝爾獎得主 Phillip Sharp 提醒，別忘了多與人打交道及團體合作，他在麻省理工的學術圈業界公司之間的合作中獲得許多，進而悟出許多道理。他表示：「我喜歡設定目標－我想見證這項科技能達到目標，或這個科學問題獲得了解答。」雖然你必須設定目標和把握住機會，但也必須吸引最佳人才加入你的環境，並且「讓其他人參加比賽」。Sharp 表示這些是他從高中運動中學習到的技巧。
Sometimes the best way to achieve leadership is by pursuing a vision or meeting some personal goals, these three top-flight technologists suggest.
Robert Langer admits, "I don't tend to think of myself as a leader. I have simple ideas; I just want to see if I can do some good, and get satisfaction out of that." He counts himself lucky to have gotten a job at Harvard Medical School, which allowed him to apply engineering to medical problems. "I wanted to see if we could make things that might help improve people's health." He attributes some of his leadership learning to years of struggle in acquiring grant money𡟙n one case a 17-year battle with the NIH to back a novel drug delivery system (for which Langer was awarded the Charles Stark Draper Prize in 2002).
Says Robert Metcalfe, "We have an idealization of innovative leadership鍟hat it's lovely. But the enemy is the status quo, and it's resourceful and determined to defeat innovation." Metcalfe's personal style figures in his successes. He went to war against IBM in the 1980s, "when I had an invention that was better than what they had, and they threw all their monopoly resources against me. I was alone and surrounded and I beat them." To make progress against the status quo, Metcalfe states, "you have to be obnoxious."
Don't forget schmoozing and team playing, reminds Nobel Laureate Phillip Sharp, who acquired much of his savvy moving through academic ranks at MIT and partnering with outside firms. "I like to set a goal - that I'd like to see this technology do that, or this scientific question answered." While you must set goals and seize opportunities, he says, you also need to attract optimal talents to your environment and "get others to play the game." These are skills, Sharp says, he learned in high school sports.
關於影片（影片時間索引）：影片長度為 1:24:32.
這段全長六分鐘的影片，重點為麻省理工領導力中心開幕，然後才是討論。
A six-minute video presentation highlighting the launch of the MIT Leadership Center precedes the discussion.
6:15之時，時，史隆管理學院院長暨管理經濟系教授Richard Schmalensee說明麻省理工領導力中心的任務，並介紹麻省理工學院領導力中心課程主任Deborah Ancona。
10:37之時，Ancona描述領導力中心的目標，並介紹參與人員。
17:36之時，Rosalind Williams與專題討論參與者R Robert Langer, Robert Metcalfe, 及 Phillip Sharp開始談話。
1:08:06之時，問答時間開啟。
1:22:24之時，Ancona 感謝專題討論參與者，並為本次活動作總結。
以上資料為本影片上傳至 MITWORLD 網站上當時所獲知的資訊。此影片上傳日為： 2005-11-14.
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