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Over the years, various studies addressing different populations have consistently raised concerns about the unidimensionality of the Revised UCLA Loneliness Scale. In the present study, the factorial structure of the scale was examined by comparing it to alternative models. In a sample of 1,157 French Canadian teachers, results of confirmatory factor analysis support a three-factor model solution. Support for the invariance of this model across sexes and teaching levels (i.e., elementary and high school) was also obtained.

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The aim of this study is to investigate the relationship between professional isolation of school principals and their performance at work. Principals of a suburban area of the province of Quebec(n = 109) were administered French versions of the UCLA Loneliness Scale and Self-Appraisal Instrument for Community College Administrators. The results indicate, as expected, a negative and significant correlation (r = –.27, p = .005) between isolation and self-report of performance at work of school principals. The results highlight the importance of looking for ways to reduce professional isolation of principals and to pursue research on this topic.

The aim of the study was to investigate the relationship between professional isolation of teachers and their occupational stress. A systematic random sample of 1,110 teachers in Quebec were administered French Canadian versions of the UCLA Loneliness Scale and Teacher Stress Inventory. Analysis gave, as expected, a positive and significant correlation between isolation and occupational stress. This highlights the importance of looking for ways to reduce professional isolation of teachers.

The aim of the study was to investigate the relationship between teachers' instructional efficacy and their organizational citizenship behavior. Questionnaires were sent to a sample of 1,100 French Canadian high school teachers. A response rate of 44.36% was obtained (279 women and 208 men whose mean age was 40.4 yr.) Teachers' instructional efficacy was assessed with a French Canadian version of the Teacher Efficacy Scale and organizational citizenship behavior was assessed with a questionnaire constructed for the study. Analysis yielded positive and significant correlations (rs ranging from .19 and .34, p<.01) between teachers' personal teaching efficacy and organizational citizenship behaviors such as altruism, courtesy, conscientiousness, and civic virtue. General teaching efficacy was only related to sportsmanship (r=.15, p <.01). So the predictions were partially supported by the results.

The study tests the relationship between supervisors' transformational, transactional, and laissez-faire leadership and perceived bullying in the workplace. Transformational and transactional leaders can create conditions that make bullying at work less frequent but laissez-faire leadership may cause conflict that can result in bullying. The participants were 288 adults (122 women, 164 men; M age = 38.9 yr., SD = 11.7; M tenure = 7.2 yr.) employed across several organizations. Of the participants, 53.2% were contacted during an evening class in organizational behavior, and the others were workers from a waterproofing company. Scales measuring perceived leadership of a supervisor and perceived bullying at work were administered. Supervisor's transformational and transactional leadership were negatively related to work-related bullying, person-related bullying, and physically intimidating bullying. Transactional leadership was also negatively related to Work-related bullying, perceived Person-related bullying, and perceived Physically intimidating bullying. Supervisor's laissez-faire leadership was positively related to Work-related bullying, perceived Person-related bullying, and perceived Physically intimidating bullying. The use of Bass's model of transformational leadership in relation with the three-factor structure of the Negative Acts Questionnaire-Revised is unique in research on leadership and bullying. The relationship between laissez-faire leadership and leadership support results from previous studies: transactional or transformational leadership is likely to provide an environment that makes bullying more rare than under a negative or passive leadership.

The study was designed to test the relationship of principals' transformational, transactional, and laissez-faire leadership with teachers' collective efficacy. Bandura's theory of efficacy applied to the group and Bass's transformational leadership theory were used as the theoretical framework. Participants included 487 French Canadian teachers from 40 public high schools. As expected, there were positive and significant correlations between principals' transformational and transactional leadership and teachers' collective efficacy. Also, there was a negative and significant correlation between laissez-faire leadership and teachers' collective efficacy. Moreover, regression analysis showed transformational leadership significantly enhanced the predictive capabilities of transactional leadership on teachers' collective efficacy. These results confirm the importance of leadership to predict collective efficacy and, by doing so, strengthen Bass's theory of leadership.