The role of executive functions in the control of aggressive behavior.

Department of Neurology, University of Lübeck Lübeck, Germany.
Frontiers in Psychology (Impact Factor: 2.8). 01/2011; 2:152. DOI: 10.3389/fpsyg.2011.00152
Source: PubMed

ABSTRACT An extensive literature suggests a link between executive functions and aggressive behavior in humans, pointing mostly to an inverse relationship, i.e., increased tendencies toward aggression in individuals scoring low on executive function tests. This literature is limited, though, in terms of the groups studied and the measures of executive functions. In this paper, we present data from two studies addressing these issues. In a first behavioral study, we asked whether high trait aggressiveness is related to reduced executive functions. A sample of over 600 students performed in an extensive behavioral test battery including paradigms addressing executive functions such as the Eriksen Flanker task, Stroop task, n-back task, and Tower of London (TOL). High trait aggressive participants were found to have a significantly reduced latency score in the TOL, indicating more impulsive behavior compared to low trait aggressive participants. No other differences were detected. In an EEG-study, we assessed neural and behavioral correlates of error monitoring and response inhibition in participants who were characterized based on their laboratory-induced aggressive behavior in a competitive reaction time task. Participants who retaliated more in the aggression paradigm and had reduced frontal activity when being provoked did not, however, show any reduction in behavioral or neural correlates of executive control compared to the less aggressive participants. Our results question a strong relationship between aggression and executive functions at least for healthy, high-functioning people.

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    Frontiers in Psychology 01/2012; 3:477. · 2.80 Impact Factor
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    ABSTRACT: The primary purposes of this study were (a) to introduce the concept of executive functioning (higher-level cognitive processes which monitor events, actions, and outcomes) to the employee selection literature and (b) to provide an empirical assessment of executive functioning in relation to key selection variables. Two of the three main components of executive functioning (set shifting and inhibition) appear to have considerable potential for selection because of their unique nature (e.g., self-directed, goal-oriented) and because they appear to be only modestly associated with general mental ability. While our empirical results were inconsistent, there may be underlying reasons for this, such as the unstable nature of the retail job sector. We believe there is considerable justification for continued exploration of this unique and potentially promising construct, and identify a number of directions for future research.
    PsyCh Journal. 01/2013; 2:75-85.

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