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I’m Not a Psychopath, I Just Talk and Act Like One<br />

191<br />

Is it possible to identify aggressive and other traits in children<br />

that are potential precursors of those found in adult psychopaths?<br />

Recent research in behavioral genetics indicates that it is indeed possible<br />

to do so (see page 47). Of particular importance is what has<br />

been referred to as a pattern of callous-unemotional (CU) traits, similar<br />

to the interpersonal/affective features of psychopathy listed on<br />

page 27. These traits can be measured in preschool children and are<br />

predictive of later aggressive and other behavioral problems.<br />

Researcher Paul Frick and his colleagues have suggested that<br />

these CU traits arise out of low levels of fear-induced inhibitions<br />

(that is, they are not deterred by the threat of punishment), resulting<br />

in impairments in the development of moral socialization and conscience.<br />

Donald Lynam and his colleagues have provided evidence<br />

that the combination of attention deficit/hyperactivity disorder<br />

(ADHD; per the Diagnostic and Statistical Manual of Mental Disorders,<br />

4th edition [DSM-IV]) and conduct disorder (CD; per DSM-<br />

IV) represents the “fledgling psychopath.” This combination of<br />

adolescent disorders is thought to reflect problems in inhibiting behavior<br />

that is potentially unacceptable or harmful to self or others.<br />

These problems in self-control, along with CD traits, appear to be<br />

important in the development of psychopathy.<br />

Corporate Psychopaths We Have Known<br />

Hervey Cleckley and many current researchers have suggested that<br />

the manipulative psychopaths would do well in business, politics,<br />

and other professions because of their ability to con others into believing<br />

they are honest and ethical and have talent, experience, and<br />

a flair for leadership. While the bullying psychopaths might seem<br />

ill-suited for work in these areas, our research suggests otherwise.<br />

In management positions, their reputations keep rivals and subordinates<br />

at a distance, allowing them to use their power to get what<br />

they want. Furthermore, members of top management, not close to

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