Introduction: Job burnout of clinical laboratories is an important concern which has been paid attention to by human resources researchers. Establishing any structural and processing change and move to appropriate care, improvement of patients satisfaction, and applying the commitment and enjoyment of employees, and consequently increased organizational productivity and decreased the clinical laboratories errors cause clinical laboratories leaders and managers most pay attention to smart leadership.
Methodology: This research conducted with aiming the identification of how motivational needs cause attract the managers and scientists of clinical laboratories to a smart leadership, by narrative review study. In this study the researchers used keywords, including motivational needs, employees, smart leadership, managers and leaders, and clinical laboratories, and collected the data from online databanks, just PubMed, Scopus, Wos, and Embase in the time interval from 2000 to 2025. Also google scholar search engine was used to determine gray references, and totally 48 references used in this study.
Findings: The dimensions and motivators of job burnout, and also personal and organizational factors with concentration of clinical laboratories collected. Moreover, the behaviors, strengths, and challenges of different generation of employees, including traditional, body boomers, X,Y, and Z generation, and the types of their work, communication, persist on information and communication technology in order to comparing with each other retrieved and identified. Considering the generational difference in clinical laboratory field, using the effective leadership types, including Maslow hierarchical motivational theory, Herzberg, McClelland and level 5 leadership and finally emotional quotients recommended to clinical laboratory leaders and managers.
Conclusion: Although there are different motivational theories to use by managers and leaders, but the practical applications of them theories depends on the managers and leaders considering contingency procedure in different work environment. considering using leadership level 5 type. It is suggested managers and directors of clinical laboratories should persist in exposure to disorders, and hard duties, and more concentrated to basic responsibilities, and assign more time to be trained for improvement of their leadership abilities and skills.
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