So how does an organization like McMaster-Carr create that balance, how does this company create a culture of inspiration, creativity and ownership while maintaining measurable accountability and operational excellence? Kegan (as cited by Kuhnert & Lewis, (1987) explains the transition from transactional leader to transformational leader as stages of adult leadership development. Level three is where the transition begins to occur; Kunhert & Lewis (1987) elaborate on stage three of leaders, “are able to reflect on their own interests and consider these interests simultaneously with the interests of others” (p. 652) Under McMaster-Carr's example, stage three is more critical than ever, this is the stage where leaders are connected to their followers and leaders can look beyond their own personal gain and include the interests of their followers in their decision making If McMaster-Carr leaders can look beyond profits and look at the broader landscape , employees who potentially connect creativity, inspiration and passion and, through leadership, push the organization to become more innovative, the organization's potential for success will not be measured simply in terms of operational success but also in the long term