## 1 Introduction  
Social media is increasingly implemented in work organizations as tools for communication among employees [1, 2]. Enterprise Social Networks (ESNs) are (among others): (i) helping to spread knowledge and share the best practices among employees of multinational companies [3], (ii) helping to build employees' relationship capital [4], (iii) helping to promote employees' creativity and well-being [5], and (iv) helping employees be more productive [6] (recently, negative aspects of ESN have been investigated [7]). As a consequence, a growing number of enterprises, such as General Motors ([[https://www.gm.com/](https://www.gm.com/)]([https://www.gm.com/](https://www.gm.com/)), accessed on 1 September 2021), IBM ([[https://www.ibm.com/](https://www.ibm.com/)]([https://www.ibm.com/](https://www.ibm.com/)), accessed on 1 September 2021), Microsoft ([[https://www.microsoft.com/](https://www.microsoft.com/)]([https://www.microsoft.com/](https://www.microsoft.com/)), accessed on 1 September 2021), and more, encourage their employees to actively participate in their social networking sites. Remarkably, in a recent survey, 90% percent of executives whose companies use social technologies have reported measurable benefits from these tools ([[http://www.mckinsey.com/business-functions/business-technology/our-insights/evolution-of-the-networked-enterprise-mckinsey-global-survey-results](http://www.mckinsey.com/business-functions/business-technology/our-insights/evolution-of-the-networked-enterprise-mckinsey-global-survey-results)]([http://www.mckinsey.com/business-functions/business-technology/our-insights/evolution-of-the-networked-enterprise-mckinsey-global-survey-results](http://www.mckinsey.com/business-functions/business-technology/our-insights/evolution-of-the-networked-enterprise-mckinsey-global-survey-results)), accessed on 1 September 2021), such as affecting employee's skills, productivity, knowledge, and motivational level. While many studies have been concerned with the large-scale analysis of \"external\" social platforms to inform business and marketing strategies (for example, Reference [8]), very few published results are available on large-scale analytics of enterprise platforms [9], and none have proposed dedicated methodologies to exploit \"internal\" social data for the purpose of knowledge sharing, human capital management, and competence valorization. For example, available studies [10] confirm that active participation in a company's social networks is indeed positively evaluated for career advancements; however, managers are not adequately supported in their choices by current social platforms, which only provide simple measures such user centrality, number of authored/commented messages, etc. Support to managerial decisions would be valuable also to select a project leader and his/her team based on leadership and competence on the project themes, to foster diversity management, to promptly detect problems, such as lack of communication between groups, unexpected reduction of activity by some influential actor, etc. All these decisions are relevant but remain largely unsupported by state-of-the-art magentaenterprise social analytic dashboards (ESADs). The present work addresses this gap and provides the following contributions:  
* We define a computational model to identify network leaders and topic leaders, which draws on leadership models in organization science and on multiplex networks. The model parameters can be tuned to balance in different ways needs and priorities identified by enterprise managers. * We design an magentaESAD that incorporates the model of network leadership and supports the extensive analysis of social behaviors in networked enterprises, to detect differences, commonalities and anomalies in the behaviors of co-workers as a function of gender, role, time, and areas of expertise [11].