Abstract
This paper was studied in two categories. First, to verify the differential effects of Combination ambidextrous leadership(CAL: open leadership×closing leadership) and balance ambidextrous leadership(BAL: open leadership-closing leadership’s absolute value) on job performances(innovative behavior, task crafting). Second, to verify the moderating effects of promotion focus between CAL and innovation behavior and prevention focus between BAL and task crafting. The data which applied to analysis collected from 235 employee's who have worked for High tech, finance, manufacturing, and the other companies in Jeju island. The result are First, The CAL had a positive effect on innovative behavior but BAL had not effect. Second, CAL had a positive effect on task craft but BAL had a negative effect. And The influence on task craft was greater for CAL than for BAL. Third, promotion focus showed no a moderating effect between CAL and innovative behavior but prevention focus showed a moderating effect between BAL and task crafting. This study presents two main implications. First, it suggests that CAL is more effective than BAL as a measurement method of ambidextrous leadership. Second, it proposes the inclusion of contextual and situational variables in ambidextrous leadership research.
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