This paper uses archival documents to begin to recover a history of women’s leadership in the advertising industry. In particular, this paper aims to identify the leadership styles of the first five presidents of the New York League of Advertising Women’s (NYLAW) club. Their leadership from 1912 to 1926 set the course for and influenced the culture of the New York League. These five women laid the foundations of a social club that would also contribute to the professionalization of women in advertising, building industry networks for women, forging leadership and mentorship links among women, providing advertising education exclusively for women and, finally, bolstering women’s status in all avenues of advertising. The first five presidents were, of course, different characters, but each exhibited the traits associated with “transformational leaders,” leaders who prepare the “demos” for their own leadership roles. The women’s styles converged with their situational context to give birth to a women’s advertising club that, like most clubs, did charity work and hosted social events, but which was developed by the first five presidents to give women the same kinds of professional opportunities as the advertising men’s clubs provided their membership. The first five presidents of the Advertising League had strong prior professional credibility because of the careers they had constructed for themselves among the men who dominated the advertising field in the first decade of the 20th century. As presidents of the NYLAW, they advocated for better jobs, equal rights at work and better pay for women working in the advertising industry.,This paper draws on women’s advertising archival material from the Schlesinger Library, Radcliffe and Wisconsin Historical Society to argue that the five founding mothers of the NYLAW provided what can best be described as transformational feminist leadership, which resulted in building an effective club for their members and setting it on a trajectory of advocacy and education that would benefit women in the advertising industry for the next several decades. These women did not refer to themselves as “leaders,” they probably would not have considered their work in organizing the New York club an exercise in leadership, nor might they have called themselves feminists or seen their club as a haven for feminist work. However, by using modern leadership theories, the study can gain insight into how these women instantiated feminist ideals through a transformational leadership paradigm. Thus, the historical documents provide insight into the leadership roles and styles of some of the first women working in American advertising in the early parts of the 20th century.,Archival documents from the women’s advertising clubs can help us to understand women’s leadership practices and to reconstruct a history of women’s leadership in the advertising industry. Eight years before women in America could vote, the first five presidents shared with the club their wealth of collective experience – over two decades worth – as advertising managers, copywriters and space buyers. The first league presidents oversaw the growth of an organization would benefit both women and the advertising industry when they proclaimed that the women’s clubs would “improve the level of taste, ethics and knowledge throughout the communications industry by example, education and dissemination of information” (Dignam, 1952, p. 9). In addition, the club structure gave ad-women a collective voice which emerged through its members’ participation in building the club and through the rallying efforts of transformational leaders.,Historically, the advertising industry in the USA has been “pioneered” by male industry leaders such as Claude Hopkins, Albert Lasker and David Ogilvy. However, when the authors look to archival documents, it was found that women have played leadership roles in the industry too. Drawing on historical methodology, this study reconstructs a history of women’s leadership in the advertising and marketing industries.,This paper helps to understand how women participated in leadership roles in the advertising industry, which, in turn, enabled other women to build careers in the industry.

中文翻译：

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创立五：1912年至1926年，纽约广告联盟妇女俱乐部的领导班子

本文使用档案文件来恢复女性在广告行业中的领导地位的历史。尤其是，本文旨在确定纽约广告女性联盟（NYLAW）俱乐部前五位总裁的领导风格。他们在1912年至1926年的领导地位为纽约联盟的文化确立了方向并产生了影响。这五名妇女奠定了一个社会俱乐部的基础，该俱乐部也将促进妇女在广告业的专业化，建立妇女的行业网络，在妇女之间建立领导地位和指导关系，专门为妇女提供广告教育，并最终提高妇女的地位。所有的广告渠道。当然，前五任总统的性格不同，但是每个人都表现出与“变革型领导者”相关的特质，即为自己的领导角色准备“演示”的领导者。妇女的风格与她们的情境融合在一起，催生了一个妇女广告俱乐部，该俱乐部与大多数俱乐部一样，从事慈善工作并举办社交活动，但它是由前五任总统发展起来的，目的是为妇女提供与职业俱乐部相同的职业机会。广告男子俱乐部提供了会员资格。广告联盟的前五位总裁具有很强的职业信誉，因为他们在20世纪前十年主导广告领域的人中为自己建立了自己的职业。作为NYLAW的总裁，他们提倡改善工作，在工作中享有平等的权利，并为从事广告业的女性提供更好的报酬。，本文借鉴了Schlesinger图书馆，Radcliffe和威斯康星州历史学会的女性广告档案资料，认为纽约州立大学的五个创始母亲提供了最好的描述作为变革型的女权主义领导者，这为他们的成员建立了一个有效的俱乐部，并将其置于倡导和教育的轨道上，这将在未来几十年中造福于广告业中的女性。这些妇女没有将自己称为“领导者”，他们可能不会将组织纽约俱乐部的工作视为领导才能的锻炼，也可能不会自称女权主义者，也不会将自己的俱乐部视为女权主义工作的天堂。但是，通过使用现代领导理论，该研究可以洞悉这些女性如何通过变革型领导范式体现女性主义理想。因此，历史文献提供了对20世纪初期在美国广告界工作的某些第一批女性的领导角色和风格的洞察力。女性广告俱乐部的档案文件可以帮助我们了解女性的领导行为并重塑女性在广告行业中的领导地位的历史。在美国女性可以投票的八年之前，前五任总统与俱乐部分享了他们作为广告经理，文案撰稿人和太空购买者的丰富集体经验（价值超过二十年）。首届联盟主席监督一个组织的成长，当他们宣称妇女俱乐部将“通过例如教育，信息传播等来改善整个通信行业的品位，道德和知识水平时，将使妇女和广告业受益”（ Dignam，1952年，第9页）。此外，俱乐部的结构还通过其成员参与俱乐部的建立以及变革型领导者的团结努力，使广告界产生了集体的声音。从历史上看，美国的广告业一直是男性产业的“先锋”。克劳德·霍普金斯，阿尔伯特·拉斯克和大卫·奥美（David Ogilvy）等领导人。但是，当作者查看存档文件时，发现女性在行业中也起着领导作用。借鉴历史方法，