Tesis sobre el tema "Leaders"
Crea una cita precisa en los estilos APA, MLA, Chicago, Harvard y otros
Consulte los 50 mejores tesis para su investigación sobre el tema "Leaders".
Junto a cada fuente en la lista de referencias hay un botón "Agregar a la bibliografía". Pulsa este botón, y generaremos automáticamente la referencia bibliográfica para la obra elegida en el estilo de cita que necesites: APA, MLA, Harvard, Vancouver, Chicago, etc.
También puede descargar el texto completo de la publicación académica en formato pdf y leer en línea su resumen siempre que esté disponible en los metadatos.
Explore tesis sobre una amplia variedad de disciplinas y organice su bibliografía correctamente.
Shah, Yashna Jitendra. "Perceptions of Leaders: The Role of Leader Prototypes and Intervention to Improve Judgments of Female Leaders". Diss., Virginia Tech, 2017. http://hdl.handle.net/10919/86616.
Texto completoPh. D.
Skeat, Lizbeth Cara. "Cognitive Development in Student Leaders and Non-leaders". Thesis, Virginia Tech, 2000. http://hdl.handle.net/10919/32555.
Texto completoMaster of Arts
Bruch, Heike. "Leaders' action /". St. Gallen, 2001. http://aleph.unisg.ch/hsgscan/hm00132093.pdf.
Texto completoGodoy, José Daniel Gil. "Leader succession: the impact of leaders’ background characteristics on organizations’ performance". Master's thesis, NSBE - UNL, 2010. http://hdl.handle.net/10362/10294.
Texto completoThe present study aims to reconcile contradictory results of previous studies regarding the impact of the new leader’s origin and levels of general and functional experience on the firm’s performance after the leader succession event. We analyze 52 succession events drawn from longitudinal public records of professional Portuguese football clubs from seasons 2004-2005 to 2008-2009. Results suggest that outsider leaders have a positive effect on post succession performance in the short term, and that leader’s general experience has neither short-term nor long-term positive effect and finally leaders’ functional experience has positive effect in the long term but not in the short term.
Sampson, Susan Jane. "Influence tactics and leader effectiveness : how effective, contemporary leaders influence subordinates". Thesis, Queensland University of Technology, 2012. https://eprints.qut.edu.au/52770/1/Susan_Sampson_Thesis.pdf.
Texto completoSpratt, Jason Thomas. "The Leader Factor: Patterns of Alcohol Use, Negative Consequences, and Alcohol-Related Beliefs for Leaders and Non-leaders of Student Organizations". Thesis, Virginia Tech, 2000. http://hdl.handle.net/10919/32557.
Texto completoMaster of Arts
Cundiff, Nicole L. "FOLLOWERS' REACTIONS TO FEMALE LEADERS: LEADER'S ORIENTATIONS, PROTOTYPICAL CATEGORIZATIONS, AND ORGANIZATIONAL CULTURE". OpenSIUC, 2010. https://opensiuc.lib.siu.edu/dissertations/128.
Texto completoMyrkrans, Nathalie. "Female Leaders : How networks influence women aspiring to become leaders". Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12510.
Texto completoBabb, Katie A. "Cultural Competency of District Leaders: The Influence on Campus Leaders". Thesis, University of North Texas, 2020. https://digital.library.unt.edu/ark:/67531/metadc1707256/.
Texto completoScheusner, Heidi. "Emotional Intelligence Among Leaders and Non-Leaders in Campus Organizations". Thesis, Virginia Tech, 2002. http://hdl.handle.net/10919/32134.
Texto completoMaster of Arts
Prigent, Anaïs. "The emergence of female leaders: becoming a female leader in modern organisations". Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-13113.
Texto completoColeman, Tracey. "Significance of a relationship between servant leaders and followers through leader characteristics". Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3731743.
Texto completoLeaders must be aware of the impact and influence demonstrated to followers through leader characteristics. The quantitative research study with a correlational design determined the impact of servant leader characteristics toward followers, and if there were any differences between the two roles pertaining to the leader characteristics of altruistic calling, persuasive mapping, emotional healing, organizational stewardship, and wisdom. A sample of 18 followers and four servant leaders completed the Servant Leadership Questionnaire (SLQ) instrument via survey monkey software link. Analyses were conducted utilizing the Spearman correlation testing to determine strength and direction of the correlation (p < .05), and Mann Whitney U for analyses of differences between the roles. The results provided positive correlations between servant leaders and followers pertaining to each of the leader characteristics. However, there was no difference in the levels of correlation in the identified five variables between the two roles as defined in the research questions. The coefficient results are primarily based on the low sample response. Implications for leadership include effective leadership practices through mentoring, while providing a level of trust consistent with follower tasks and performance. These outcomes are critical for increased success as demonstrated through servant leader characteristics.
Frick, Sarah Elizabeth. "Leaders on their Best Behavior: Leader Behaviors Resulting in Effective Virtual Teams". Scholar Commons, 2017. http://scholarcommons.usf.edu/etd/6702.
Texto completoCollins, Brittany L. "Black Leader or Leader Who Happens to be Black? Racial Identity Politics Among African American Leaders". Cincinnati, Ohio : University of Cincinnati, 2009. http://rave.ohiolink.edu/etdc/view.cgi?acc_num=ucin1243355653.
Texto completoAdvisor: Gail T. Fairhurst. Title from electronic thesis title page (viewed Nov. 10, 2009). Includes abstract. Keywords: Discourse; Sensemaking; Identity Management; Racelessness,. Includes bibliographical references.
Pacheco, Mafalda Silva de Lima. "Leaders leading themselves". Master's thesis, NSBE - UNL, 2013. http://hdl.handle.net/10362/9825.
Texto completoSelf-leadership has been highly researched in recent years. Nevertheless, researchers have been studying this process under the umbrella of an organizational perspective. Therefore, exploring a holistic perspective of self-leadership is relevant. By considering leaders’ interviews, this research aimed to understand which factors were relevant for leaders to lead themselves in such way that allow efficient performance in all aspects of their lives. It was found that self-leadership is a process that can be translated in the capability that leaders have in handling and ensuring four balances: change and routine; self and others; non-work and work; and, mind and body. Main implications of these findings are presented and discussed.
Saminaden, Michel Joseph Maurice. "Are directly elected mayors better facilitative leaders than indirectly elected leaders?" Thesis, University of Bristol, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.658201.
Texto completoEvanshen, Pamela A., E. Edokhamhan, P. Mensah-Bonsu, O. Olubowale, F. Rubayii y S. Alkaabi. "Early Childhood Leadership: Good Leaders, Bad Leaders, How Best to Lead!" Digital Commons @ East Tennessee State University, 2019. https://dc.etsu.edu/etsu-works/6013.
Texto completoAdegunle, Adesina Olufemi. "Challenges Facing Organizational Leaders: A Phenomenological Study of Nigerian Organizational Leaders". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3737.
Texto completoFaerber, Anna. "Top leaders’ relationships and their destructive results : A look into the relationship between top U.S.political leaders and business leaders". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-26135.
Texto completoYoung, Tardif Kristin J. "Global Citizen Leader| Successful Maine Leaders Engaging in International Trade and Global Assignments". Thesis, The Chicago School of Professional Psychology, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3716783.
Texto completoThis study was in partnership with the Maine International Trade Center. The Maine International Trade Center was formed to help Maine businesses develop trade internationally and successfully network with international businesses, and connect with governmental and business professionals globally. Maine’s leaders have added resources to the Maine International Trade Center, feeling that it is crucial to Maine’s economic recovery. Maine’s International Trade Center and the Maine Legislature commissioned an extensive research study in 2013. The outcome from this study was the need for further research on global competencies, citizenship and leadership.
The global economies are more connected than any other time in history, consequently so is business. Businesses are competing globally; cost and performance pressures are relentless. Our societies are changing, some having more, and some having less. This study researched the phenomenon of the global citizen leader, and what the cognitive, metacognitive, attitudes and behaviors are for successful executive level business professionals, who are engaged in international trade and global assignments. By studying the dimensions of cultural intelligence, social responsibility, global competence and global civic engagement rich schemas of the complex construct of a global citizen leader came from the experience and stories of thirteen Maine leaders.
Feichtinger, Benjamin y Christian Hörold. "Recruitment and Selection : The way of finding future talented leaders". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-43642.
Texto completoNeilson, Richard A. "Interstate school leaders licensure consortium standards for school leaders : a pilot study /". Electronic version (PDF), 2006. http://dl.uncw.edu/etd/2006/neilsonr/richardneilson.pdf.
Texto completoCason, Roslyn M. "The Interstate School Leaders Licensure Consortium : redefining the role of school leaders /". Available to subscribers only, 2007. http://proquest.umi.com/pqdweb?did=1362531141&sid=16&Fmt=2&clientId=1509&RQT=309&VName=PQD.
Texto completo"Department of Educational Administration and Higher Education." Includes bibliographical references (leaves 113-127). Also available online.
Allen, Clifford. "Leaders in need : perceptions of local authority senior leaders on leadership development". Thesis, University of Southampton, 2011. https://eprints.soton.ac.uk/186531/.
Texto completoKlompus, Ben. "Scaling Instructional Improvement: Designing a Strategy to Develop the Leaders of Leaders". Thesis, Harvard University, 2016. http://nrs.harvard.edu/urn-3:HUL.InstRepos:27013352.
Texto completoYu, Mengye. "Building-up leaders for challenges through vicarious learning: Reflections from Australian leaders". Thesis, Yu, Mengye (2022) Building-up leaders for challenges through vicarious learning: Reflections from Australian leaders. PhD thesis, Murdoch University, 2022. https://researchrepository.murdoch.edu.au/id/eprint/66471/.
Texto completoMendez, Tiffany Ann. "Enrollment Leaders| A Phenomenological Study of Leadership Styles of Enrollment Management Leaders". Thesis, University of La Verne, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10933619.
Texto completoPurpose. The purpose of this qualitative, phenomenological study is to explore the leadership styles of enrollment management leaders in small, private, nonprofit colleges and universities in Southern California.
Methodology. This study used a phenomenological approach to understand the leadership styles of enrollment management leaders. The researcher interviewed 10 enrollment management leaders working at small, private, nonprofit colleges and universities in Southern California. Those who fit this classification for this study included: vice presidents and deans of enrollment management and the directors, deans, associate directors, and associate deans who report to the vice presidents and deans of enrollment management.
Findings. Eight relevant themes emerged through participants’ responses to questions about their leadership styles. These themes included trust, recognition of differences, pursuit of information, clear expectations, open communication, appreciation, hands-on leadership, and work-life balance. Situational leadership and servant leadership were the strongest leadership styles reflected amongst enrollment management leaders in this study.
Conclusions. Trust emerged as the most common theme of this study. All 10 enrollment management leaders expressed a desire for a partnership approach in working environments. It was evident that staff should feel the freedom to work independently but understand that the leader is available to them if needed. Recognizing that leading with one approach would not fit all individuals and situations was another common theme. Most leaders indicated that they needed to mold to the requirements of the individual they are leading.
Recommendations. The higher education market is changing as our population adjusts to increased tuition rates, birth rate declines, and an adjustment to what the college student looks like. It is important to be mindful that enrollment management personnel must market their colleges in creative and innovative ways. That innovation begins from the top of the enrollment management pyramid. Leadership impacts the way a college’s enrollment management team operates. Understanding leadership styles of these leaders is imperative to the success of an institution’s goals.
Shearer, Elaine. "Succession of influential leaders". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ59479.pdf.
Texto completoGolubenko, Juliana. "Emotional intelligence among leaders /". Title page, table of contents and abstract only, 2003. http://web4.library.adelaide.edu.au/theses/09SPS/09spsg629.pdf.
Texto completoDevarachetty, Shilpika. "Women as Charismatic Leaders". University of Akron / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=akron1342500744.
Texto completoNyarambi, Arnold. "Developing Generational Leaders Conference". Digital Commons @ East Tennessee State University, 2019. https://dc.etsu.edu/etsu-works/8276.
Texto completoLa, Venture Kelly. "Transforming leaders, transforming organizations". Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004laventurek.pdf.
Texto completoHarley-McClaskey, Deborah. "Developing Human Service Leaders". Digital Commons @ East Tennessee State University, 2016. http://a.co/aMuymZv.
Texto completohttps://dc.etsu.edu/etsu_books/1115/thumbnail.jpg
Olsen, Dorian Dawn. "Homegrown rural school leaders". Diss., University of Iowa, 2017. https://ir.uiowa.edu/etd/5587.
Texto completoNgunjiri, Faith Wambura. "TEMPERED RADICALS AND SERVANT LEADERS: PORTRAITS OF SPIRITED LEADERSHIP AMONGST AFRICAN WOMEN LEADERS". Connect to this title online, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=bgsu1143220309.
Texto completoBrodie, Ernest Frank Jr. "The Leader as a Shepherd| A Case Study of Ecclesiastic, Business, and Education Leaders". Thesis, Grand Canyon University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10076305.
Texto completoThe concept of shepherding others goes back thousands of years, yet the shepherding metaphor received limited review in academic circles. A study transpired in order to better understand what shepherding entails. It was not known how self-declared leaders from the ecclesiastic, business, and education fields, perceived, described, and practiced shepherd leadership in the greater New York metropolitan area. The purpose of this qualitative case study was to explore how 30 self-declared leaders from the ecclesiastic, business, and education fields, perceived, described, and practiced shepherd leadership. The researcher conducted a qualitative case study involving 30 experienced leaders from three Abrahamic faiths (Jewish, Christian, Islamic) and three fields (ecclesiastic, business, education). All 30 participants completed the Shepherd Leader Inventory and the Brodie Ranking of Shepherd Leadership Skills. Combining 13 open-ended interviews with the two surveys enabled the researcher to triangulate the data. When participants were asked to describe practices unique to shepherding, the leaders in the study mentioned that the shepherd leader cares about others, behaves in a professional manner, builds up others, thinks through actions, builds relationships, shares authority, develops others, shows flexibility, and provides guidance. The researcher discovered that shepherding consists of similar constructs as several positive leadership models. Shepherding proceeds from Theory Z where the leader maintains authority in times of crisis and shares authority in times of ease.
Keywords: Leadership, Shepherd leadership, Shepherding, Servant leadership, Spiritual leadership, Positive leadership, Transformational leadership, Leader-member exchange, Agapao love, Ecclesiastic, Business, Education, Leadership theory, Spirituality
Nilsson, Emma y Rambo Joinani. "Qualities of Leaders in Swedish SME's : A Qualitative Case Study on Six Leaders". Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-26716.
Texto completoGrissom, Pamela Christine. "The use of reflection by leaders| A study of upper-tier organizational leaders". Thesis, Indiana Wesleyan University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3716285.
Texto completoAs organizational leaders are faced with challenges associated with leading in complex and often changing environments, the use of reflection or reflective thinking becomes ever more important and necessary. Also, the use of reflection has been mentioned as a key ingredient to effective leadership in more recent years. Reflection’s importance is highlighted in various disciplines (such as education, nursing, and medicine); however, it is not as prevalent in business disciplines and with business leaders. This current study is important, since leaders in general are often encouraged to meet bottom-line demands with brevity, which may leave little time or concession for reflection or slowing down and assessing learning in situations. In addition, taking time to challenge prevailing mindsets or assumptions tends to occur only after a crisis or when something adverse has happened personally or within the organization. In this qualitative study, 20 upper-tier leaders from various organizations and disciplines participated in in-depth interviews regarding their descriptions and uses of reflection in their leadership roles—individually and organizationally. A snowball sampling technique was utilized to assist in obtaining many of the participants. The interviews, which were conducted and recorded based on the availability of the participants, included reflection descriptions, processes, strategies, experiences, and predominant practices that the interviewed leaders may use on a regular basis. Following this, interview data was transcribed, reviewed, and analyzed using computer-aided software, where key themes and sub-themes were discovered, shared, and documented. In this study, it was found that all 20 participants used reflection to some extent on a regular basis in their leadership. They were able to share in-depth on reflection processes and strategies used; how reflection has aided their overall development, their learning from experiences, thinking and decision-making, and effectiveness; and how reflection has contributed to their success as leaders. Several leaders also indicated that they used reflective practices without ever calling them “reflection,” and the majority currently used some sort of a system or systematic process for reflection for themselves individually, with direct reports, or with colleagues.
Tinelli, Archie. "Leaders and their learnings: What and how leaders learn as they transform organizations". Diss., Virginia Tech, 2000. http://hdl.handle.net/10919/27035.
Texto completoPh. D.
Joplin, Jerry David. "Inspiring church leaders to be effective leaders in the church through strategic planning". Theological Research Exchange Network (TREN), 1997. http://www.tren.com.
Texto completoAbraham, Elsheba K. "Not All Leaders Are Perceived Equal: The Interaction between Leader Gender, Perceiver Gender, and Emotion Suppression on Leader Ratings". Diss., Virginia Tech, 2021. http://hdl.handle.net/10919/103877.
Texto completoDoctor of Philosophy
The gender gap persists in leadership; although leader effectiveness has not been found to vary by the leader's gender, female leaders tend to be perceived and evaluated more negatively than male leaders. One reason for this is the mismatch between societal expectations for how women are ideally expected to behave and the expectations associated with a successful leader. In this study, gender bias in leader judgments and behavior recognition accuracy is examined by a leader's gender. Additionally, the perceiver's gender and prior engagement in emotion suppression are studied as two additional factors that can influence bias in leader ratings. Study findings demonstrate an unexpected but dominant female leader effect, where the female leader was perceived as more leader-like and rated more effective, more competent, and warmer than the male leader by both male and female perceivers. The amount of self-regulatory resources available also affected subsequent processing capabilities; those who suppressed their emotions and were depleted of their self-regulatory resources were less accurate in their behavior recognition ratings and were more lenient in their leader warmth ratings. Future research should explore if and how the nature of gender and leader stereotypes are changing, as evaluations of female leaders may not be as negatively-biased as it was previously.
Lawson, Catherine L. "The Role of District Leaders in Improving Achievement and Equity: How Leaders Generate Will". Thesis, Boston College, 2016. http://hdl.handle.net/2345/bc-ir:106932.
Texto completoDistrict leaders are under tremendous pressure to narrow persisting achievement disparities with a dearth of guidance from existing literature. Rorrer, Skrla, and Scheurich (2008) proposed a theory that district leaders enact four essential roles when engaging in systemic reform that improves achievement and equity: (1) providing instructional leadership which consists of building capacity and generating will, (2) reorienting the organization, (3) establishing policy coherence, and (4) maintaining an equity focus. However, these roles are not well understood. Therefore, this qualitative case study contributed to research and practice by exploring how leaders in a Massachusetts public school district that made gains in improving achievement and equity attempted to generate will, defined as intrinsic motivation, when enacting the role of instructional leadership. Drawing upon semi-structured interviews and a review of documents, this study concluded that leaders enacted the role to varying degrees in ways that were consistent with Rorrer, et al. (2008). Data revealed that leaders attempted to act as transformational leaders and distribute leadership in a manner that connected with individual’s values, beliefs, and desires. Furthermore, when enacting these leadership constructs, leaders attempted to use extrinsic motivators, including recognition, data, and resources such as time for collaboration and professional learning, to promote autonomy and self- determination. Recommendations include how district leaders can enact this role in a more informed, proactive and deliberate manner
Thesis (EdD) — Boston College, 2016
Submitted to: Boston College. Lynch School of Education
Discipline: Educational Leadership and Higher Education
Yeung, Nancy Tsui Yee Education Faculty of Arts & Social Sciences UNSW. "The educational leader as counsellor implications for selection, appraisal and professional development for school leaders". Awarded by:University of New South Wales. School of Education, 2006. http://handle.unsw.edu.au/1959.4/27202.
Texto completoTapke, Jeanne-Marie. "Influence of Leader-Follower Coaching Relationships of Transformational Transactional Leaders on Perceived Work-Related Outcomes". University of Cincinnati / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1311605212.
Texto completoPhillips, Jason Frederick. "Developing highly effective Marine leaders". Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1995. http://handle.dtic.mil/100.2/ADA306861.
Texto completoBarden, Stephen. "Top leaders’ experiences of learning". Thesis, Middlesex University, 2015. http://eprints.mdx.ac.uk/14682/.
Texto completoThomas, Richard Charles. "Sexual failure among spiritual leaders". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/nq22041.pdf.
Texto completoElias, Dean Garlock. "Educating leaders for social transformation /". Access Digital Full Text version, 1993. http://pocketknowledge.tc.columbia.edu/home.php/bybib/1135415x.
Texto completoTypescript; issued also on microfilm. Sponsor: Elizabeth Kasl. Dissertation Committee: Jack Mczirow. Includes bibliographical references (leaves 427-438).
Connelly, Camryn. "Hiring Leaders in Catholic Schools". Thesis, Loyola Marymount University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3638153.
Texto completoIn the Archdiocese of Los Angeles, principals are often ill prepared for the demands of the job. According to Baxter (2012), every year in the Archdiocese approximately 30 principal vacancies are filled. Many of the Pastors who hire for these vacancies do not have an educational background, nor do they have much experience in hiring practices. With the increase of lay educators leading Catholic schools, not only are competent principals needed, but principals who can be Pastoral, educational, and managerial leaders (Manno, 1985). To increase the probability of hiring strong candidates for the principal vacancies in schools across the Archdiocese of Los Angeles, a hiring protocol is needed to standardize the process, while encouraging collaboration and input from multiple stakeholders. This case study implemented and evaluated a hiring protocol at one school site within the Archdiocese of Los Angeles. The protocol was designed to help Catholic schools hire qualified principals, and its development was guided by previous research on effective hiring procedures for such positions. The case-study data collected provides insight into the benefits and of using this specialized hiring protocol while also identifying potential changes to further strengthen the protocol. The results of the case study will be shared with the Department of Catholic Schools in the Archdiocese of Los Angeles to provide a framework for a principal hiring protocol that can be used at all school sites.
Parthasarathy, Dhruuv. "Leaders, followers, and community detection". Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/91858.
Texto completoCataloged from PDF version of thesis.
Includes bibliographical references (pages 53-55).
Communities in social interaction networks or graphs are sets of well-connected, and very often overlapping vertices. Formally, we view any maximal clique of the social network graph as a community. The problem of finding maximal cliques is known to be computationally hard. The goal of this work is to identify structural conditions in social network graphs that lead to efficient identification of maximal cliques, i.e. overlapping communities. We propose an evolutionary model called sequential community graphs for community formation in social networks. In a sequential community graph, each node enters the graph by either joining an existing community, or creating its own. To discover communities, i.e. maximal cliques, in such graphs, we present the non-parametric Iterative Leader-Follower Algorithm (ILFA). We establish that the ILFA finds all the communities/maximal cliques correctly in the sequential community graph model in polynomial time in the number of vertices in the graph. To scale to very large data sets, we propose a minor simplification of the ILFA, called the fast leader-follower algorithm (FLFA) which effectively runs in linear time in the input data size, and finds all communities correctly for sequential community graphs with an additional constraint. Empirically, the FLFA and IFLA perform nearly the same in terms of accuracy, but the FLFA runs nearly three orders of magnitude faster. We find that the sequential community graph model is a good fit for a wide variety of social networks where users can be modeled as entering the graph by joining existing communities or creating their own. In such social networks, we demonstrate that the FLFA and ILFA outperform other state of the art algorithms both in terms of speed and accuracy. For example, in the Internet Movie Database (IMDB) graph where communities naturally correspond to actors in the same movie, our algorithms finds nearly all ground truth communities correctly while all other known community detection algorithms do very poorly. Similar empirical results are found for various other social data sets. This supports our hypothesis that we can model many social graphs as sequential community graphs and accurately detect their communities using the ILFA or FLFA.
by Dhruuv Parthasarathy.
M. Eng.