The Power of Positivity | Tsumagari Academy

Introduction

It is often said that "Bad is stronger than good" (Baumeister et al., 2001). Human beings are wired to react more strongly to negative events than positive ones (Cameron, 2017). A single harsh comment, a failed project, or a difficult social interaction can outweigh multiple positive experiences. Research confirms that negative events have a dominant effect on mood, well-being, and social adjustment (Gable et al., 2006). In fact, distressing interactions are linked to depression and emotional fatigue (Manne et al., 1997; Rook, 1984).

And yet, there is hope: the human mind, when in its natural state, is predisposed toward optimism and positive assumptions (Sharot et al., 2007). This tendency toward positivity is not just good for individuals—it is a strategic driver of organizational success.

The Heliotropic Effect: Why Positivity Attracts Growth

Scholars of organizational behaviour describe the Heliotropic Effect as the natural inclination of living systems to move toward life-giving energy (Dutton, 2003). Just as plants lean toward sunlight, people lean toward positive energy and away from negativity.

Organizations can harness this effect by creating environments where positivity thrives. Research highlights three practical ways to generate positive energy in the workplace:

Interpersonal kindness

Small acts of respect, support, and appreciation build trust and cooperation (Heaphy & Dutton, 2008).

Positive leadership communication

Leaders who express optimism and appreciation inspire higher performance (Losada & Heaphy, 2004).

Supportive relationships

Teams built on psychological safety and trust outperform those driven by fear or competition (Edmondson, 1999).

When positivity dominates, individuals display improved creativity, problem-solving, resilience, and intellectual capacity (Fredrickson, 2001; Fredrickson & Joiner, 2002; Fredrickson & Losada, 2013). Within organizations, positive relationships correlate with efficiency, innovation, and customer satisfaction (Glinska-Newes, 2014).

Positivity as a Competitive Advantage

Negativity carries more psychological weight, which means it takes a greater degree of positivity to offset its impact (Cameron, 2017). Here, the concept of virtuousness plays a crucial role. Virtuousness refers to moral practices such as compassion, integrity, forgiveness, and gratitude—qualities that inspire trust and collective strength (Caza & Cameron, 2013).

Examples from practice reinforce this idea:

Google's Project Aristotle

Found that psychological safety, a positive and trusting environment, was the most critical factor behind high-performing teams (Rozovsky, 2015).

Southwest Airlines

Attributes much of its success to a culture of kindness and employee-first positivity, resulting in exceptional customer loyalty (Gittell, 2003).

Healthcare

Studies show that positive communication among medical staff reduces errors and improves patient outcomes (Rosenstein & O'Daniel, 2005).

Virtuous practices are not just "nice-to-haves"—they drive measurable outcomes. Research by Cameron and colleagues (2003–2011) demonstrates that organizations embracing virtuous practices report higher profitability, productivity, quality, innovation, customer loyalty, and employee retention.

Building Positive Workplaces: Practical Steps

For leaders and managers, creating positivity is both an ethical responsibility and a strategic tool. Here are some evidence-based practices:

1
Recognize and celebrate small wins

Regular appreciation fuels motivation (Amabile & Kramer, 2011).

2
Foster psychological safety

Encourage employees to speak up without fear (Edmondson, 1999).

3
Model virtuous behavior

Leaders who demonstrate empathy, fairness, and gratitude set the tone (Caza & Cameron, 2013).

4
Encourage collaboration, not competition

Trust-based teamwork outperforms rivalries (Bolino et al., 2002).

5
Invest in well-being programs

Mindfulness, coaching, and wellness initiatives enhance positivity and resilience (Achor, 2010).

Conclusion

Negativity may be stronger than positivity at the individual level, but organizations can reverse this dynamic. By embracing positive energy and virtuous practices, leaders create workplaces where people thrive—and when people thrive, organizations flourish.

The evidence is clear: positivity is not merely a psychological benefit; it is a strategic enabler of long-term success. Organizations that cultivate kindness, optimism, and trust don't just survive—they innovate, grow, and inspire loyalty.

The question for leaders is simple: Are we feeding negativity, or are we harnessing the power of positivity to unlock our organization's true potential?

Dr. Imran Taseer

Supply Chain Trainer | Corporate Consultant | Executive Educator

www.tsunagariacademy.com

Key References

Achor, S. (2010). The Happiness Advantage. Crown Business.
Amabile, T., & Kramer, S. (2011). The Progress Principle. Harvard Business Review Press.
Baumeister, R. F., et al. (2001). "Bad is stronger than good." Review of General Psychology, 5(4), 323–370.
Cameron, K. (2017). Practicing Positive Leadership. Berrett-Koehler.
Caza, A., & Cameron, K. (2013). Positive Organizational Scholarship. Routledge.
Dutton, J. (2003). Energize Your Workplace. Jossey-Bass.
Edmondson, A. (1999). "Psychological safety and learning behavior in work teams." Administrative Science Quarterly, 44(2), 350–383.
Fredrickson, B. (2001). "The role of positive emotions in positive psychology." American Psychologist, 56(3), 218–226.
Gittell, J. (2003). The Southwest Airlines Way. McGraw-Hill.
Losada, M., & Heaphy, E. (2004). "The role of positivity and connectivity in performance." American Behavioral Scientist, 47(6), 740–765.
Rozovsky, J. (2015). Google's Project Aristotle. Google Re:Work.
Rosenstein, A. H., & O'Daniel, M. (2005). "Impact of disruptive behavior on patient care." American Journal of Nursing, 105(1), 54–64.