For Years, Kathleen Served as Head of the Research and Development

For years, Kathleen served as head of the research and development (R&D) department at Bannerman Pharmaceuticals in Chicago. She enjoyed enormous support from her team, who liked her personally and respected her professionally. Now she has retired, and her place has been taken by Jerome from Bannerman's Cleveland facility. Yet employees continue to sidestep Jerome and come directly to Kathleen for guidance, calling or emailing her at home with questions. What is her best course of action?

A) to let employees know that she wishes she were still in charge, but Jerome is their boss now, and there is nothing anyone can do about that fact
B) to continually direct her former subordinates to Jerome while emphasizing the fact that, as the new director of R&D, he has authority over, and responsibility for, the team
C) to call Jerome and offer some advice regarding the techniques she has developed over the years for winning and keeping employees' loyalty
D) to let team members know that failure to respect Jerome will be regarded as a breach of protocol, and that they should no longer contact her
E) to willingly offering guidance to her former subordinates, as well as her replacement, and encouraging them to involve her in settling any disputes