The paper examines gender differences among top corporate executives, focusing on female and male directors in Sweden. It finds that while some population-level gender differences disappear at the director level, others persist. Female directors are more benevolent and universally concerned, but less power-oriented than men. They are also less traditional and security-oriented, and slightly more risk-loving than male directors. These findings suggest that having a woman on the board does not necessarily lead to more risk-averse decision-making. The study uses a large survey of all directors of publicly-traded corporations in Sweden, revealing that female and male directors differ systematically in their core values and risk attitudes. Female directors care more about stimulation and self-direction, while male directors care more about achievement and power. These differences are consistent with broader cultural trends, but also highlight that gender differences at the executive level may not be entirely driven by stereotypes or biases. The paper also explores the implications of these findings for corporate policies, suggesting that gender diversity in leadership may have significant effects on corporate outcomes. For example, firms with more female directors may make decisions that are more stakeholder-oriented, as female directors emphasize self-transcendence values more. However, contrary to conventional wisdom, increasing gender diversity may not necessarily result in more risk-averse decision-making. The study also compares female directors to worker representatives and to the general Swedish population, finding that female directors differ from both in terms of values and risk attitudes. This suggests that the gender gaps observed in the general population may not be representative of the boardroom, and that the specific characteristics of female directors may influence corporate outcomes in ways that are not fully captured by population-level trends. Overall, the paper provides evidence that gender differences persist at the executive level, and that these differences may have important implications for corporate decision-making and outcomes. The findings suggest that gender diversity in leadership may have a significant impact on corporate governance and performance, and that further research is needed to fully understand the mechanisms behind these effects.The paper examines gender differences among top corporate executives, focusing on female and male directors in Sweden. It finds that while some population-level gender differences disappear at the director level, others persist. Female directors are more benevolent and universally concerned, but less power-oriented than men. They are also less traditional and security-oriented, and slightly more risk-loving than male directors. These findings suggest that having a woman on the board does not necessarily lead to more risk-averse decision-making. The study uses a large survey of all directors of publicly-traded corporations in Sweden, revealing that female and male directors differ systematically in their core values and risk attitudes. Female directors care more about stimulation and self-direction, while male directors care more about achievement and power. These differences are consistent with broader cultural trends, but also highlight that gender differences at the executive level may not be entirely driven by stereotypes or biases. The paper also explores the implications of these findings for corporate policies, suggesting that gender diversity in leadership may have significant effects on corporate outcomes. For example, firms with more female directors may make decisions that are more stakeholder-oriented, as female directors emphasize self-transcendence values more. However, contrary to conventional wisdom, increasing gender diversity may not necessarily result in more risk-averse decision-making. The study also compares female directors to worker representatives and to the general Swedish population, finding that female directors differ from both in terms of values and risk attitudes. This suggests that the gender gaps observed in the general population may not be representative of the boardroom, and that the specific characteristics of female directors may influence corporate outcomes in ways that are not fully captured by population-level trends. Overall, the paper provides evidence that gender differences persist at the executive level, and that these differences may have important implications for corporate decision-making and outcomes. The findings suggest that gender diversity in leadership may have a significant impact on corporate governance and performance, and that further research is needed to fully understand the mechanisms behind these effects.