The influence of Leadership Adroitness on Project Team Performance within Agribusiness Firms and Agro-industry Organizations in Bamenda, Cameroon
EYONG AKO
Department of Organisational Sciences, Higher Institute of Commerce and Management,
University of Bamenda
,
E-mail: akorolly87@yahoo.com
ORCID Id: https://orcid.org/0009-0005-8689-6788
To Cite: EYONG (2026). The influence of Leadership Adroitness on Project Team Performance within Agribusiness Firms and Agro-industry Organizations in Bamenda, Cameroon. Journal of Tertiary and Industrial Sciences, JTIS, 6(1), 69–90. https://doi.org/10.5281/zenodo.18685753
Submission Date: 20/12/2025 Acceptance Date: 15/02/2026
Abstract
This study investigated the influence of leadership adroitness on project team performance within agribusiness firms and agro-industry organizations in Bamenda, Cameroon. A survey research design was employed. The sample comprised 138 participants selected from a population of 211 professionals using a stratified random sampling technique. Data were analysed using descriptive statistics and multiple linear regression via SPSS Version 22. The findings revealed that Visionary Thinking and Strategic Planning (VTS) had a significant positive influence on project team performance with a coefficient of 0.1930496 (p-value=0.007), particularly in achieving project goals. Team Building and Motivation (TBM) also demonstrated a positive relationship (coefficient=0.1806692, p-value=0.060), though it was marginally non-significant at the 0.05 level, primarily impacting team productivity. Conversely, Decision-Making and Problem-Solving (DMPS) adroitness exerted a significant negative influence on team performance (coefficient=-0.1579263, p-value=0.025) negatively. Emotional intelligence (EI) of NGO leaders demonstrated suggesting that centralized or rigid problem-solving approaches may hinder cohesion in the complex agricultural landscape of the Northwest Region. Furthermore, the Emotional Intelligence (EI) of leaders showed a positive but statistically non-significant influence with a coefficient of 0.1027356 (p-value=0.125), on team adaptability. The study concludes that leadership adroitness is a critical determinant of project success in Bamenda’s agribusiness sector, though its dimensions impact performance metrics differently. It is recommended that agribusiness leaders enhance their strategic planning capabilities while adopting more delegative decision-making styles to foster better team cohesion. Additionally, formal training in emotional intelligence and motivational techniques is suggested to optimize long-term productivity and adaptability in volatile environments. These findings contribute to the theoretical understanding of leadership practices required to enhance agricultural project outcomes in challenging regional contexts.