DARWIN AND CHRISTIANITY: TRUTH AND MYTH

In recent years many historical myths about the relations between science and religion have been corrected but not always with sensitivity to different types and functions of “myth.” Correcting caricatures of Darwin's religious views and of the religious reaction to his theory have featured prominently in this myth‐busting. With the appearance in 2017 of A. N. Wilson's depiction of Darwin himself as a “mythmaker,” it is appropriate to reconsider where the myths lie in discourse concerning Darwin and Christianity. Problems with Wilson's account are identified and his provocative demeaning of Darwin is contrasted with an image gleaned from Darwin's friend and colleague George Romanes. The article concludes with a brief reference to the problem of suffering and to the work of Christopher Southgate.     

The role of leader relationship quality in the development of employee fit perceptions

Despite being a subject of scholarly inquiry for nearly a century, some components of person–environment fit remain enigmatic. This research seeks to explore the relational factors that are associated with employee identity and how this lens can provide explanatory factors that link leader–employee relationships to employee performance. Across a two‐study, multi‐rater constructive replication design, our results support the tenets of the identity theory that suggests the quality of the leader–employee relationships informs employees of their person–organization (PO) and person–job (PJ) fit, leading to higher performance. Across both the studies, high‐quality leader–employee relations (conceptualized as LMX and trust in leader) were related to higher levels of PO and PJ fit. Our results also indicate that PO and PJ fit uniquely drive higher levels of performance as rated by multiple constituents, helping delineate the impact of PO and PJ fit on work outcomes. Specifically, in Study One (N = 111), PJ fit mediated the relationship between LMX and leader‐rated performance, whereas in Study Two (N = 94), PO fit mediated the relationship between trust in leader and peer‐rated performance. This work provides preliminary support that leaders, through their relationships, can help shape employee fit perceptions and ultimately impact performance. Such knowledge can inform organizations and leaders, and emphasizes the formative role that leaders play in the organizational lives of their employees.     

The 5C’s Model of Successful Partnerships in Elite Beach Volleyball Dyads

An athlete–athlete partnership is a form of athletic dyad in which both members equally share power and responsibility. Although research on the coach–athlete relationship is prevalent, research on the unique interpersonal dynamics of athlete–athlete partnerships in elite sport is sparse, particularly in beach volleyball. The purpose of the present study was to explore the interpersonal components of successful, elite athlete–athlete beach volleyball partnerships through the lens of interdependence theory and Jowett and colleagues’ 3?+?1C’s theory of coach–athlete relationships. Interpretative Phenomenological Analysis was applied to semistructured interviews with four Olympic-level beach volleyball players (3 male, 1 female). Results revealed 5 higher order themes: (a) compatibility, (b) commitment, (c) complementarity, (d) coorientation, and (e) closeness, which became the key constructs in the proposed 5C’s model of the successful athlete–athlete partnership. Interpersonal awareness, interpersonal maturation, and context were identified as 3 overarching meta-themes, whereas interdependence connected all interpersonal components. For example, in consultation, increasing athlete individual and interpersonal awareness (e.g., in the areas of personal and dyadic philosophy, personal and shared values, and individual and dyadic coping) requires careful contextualization and thoughtful implementation. Future studies need to examine diverse samples of athlete–athlete dyads to advance interpersonal theory in sport and add to emerging theories of performance behavior and expertise in sport.

Lay Summary: Successful beach volleyball partnerships share a philosophy and commitment to their sport. Desired partners are supportive and adaptive, are compatible, depend on one another, and continually appraise and reflect on their relationship to grow as individuals and as teammates.