Abstract

This study aimed to investigate the synergy of Leader-Member Exchange (LMX) relationships within University Organizational Structure (UOS), focusing specifically on the positions of College Deans (CDs), Department Heads (DHs), and Faculty Members (FMs). The LMX of HDs was assessed in two directions simultaneously with CDs and with FMs. The study explored the correlations and differences between these two LMX directions, considering their sub-dimensions: trust, respect, and commitment. Using a survey on a sample consisting of 60 DHs (55% of the study population) and utilizing the LMX-7 scale at a Saudi university, the findings revealed the following: (1) the overall quality of LMX within the defined vertical extension of the UOS is high, characterized by a predominance of in-groups at the expense of out-groups; (2) there is a statistically significant correlation between DHs' LMX with CDs and their LMX with FMs; (3) DHs exhibit higher levels of trust in CDs than in FMs; and (4) the trust as a sub-dimension is dominant over the other two sub-dimensions of LMX—respect and commitment. Although this study has been conducted in the context of higher education, it is grounded in LMX theory; thus, its results may enrich the literature by bridging the gap that exists between administrative and human structures in LMX studies. Additionally, it enhances the understanding of relational extensions through the organizational structure of LMX dyads, which may represent a new direction in the LMX literature.