Mariana is the CEQ of a struggling building management company. She has listened to her employees' complaints and concerns about where the corporation is going and has developed a new vision that she feels will help develop a common bond throughout the organization. Mariana then hosted a company-wide banguet where she delivered an inspiring speech about the new plans for the business, including her plans for more open communication between management and employees. After her speech, management and employees all participated in trust building exercises, and each employee had a one- on-one conversation with Mariana. A possible negative impact of Mariana's charismatic style is that it Select one: () a. might fail to use persuasion and trust to motivate employees. () b. basically duplicates the transformational leadership approach. () . can result in producing dependent followers. () d. rarely works well with transformational leadership. () e. could often be interpreted as being coercive