Organizational politics evokes emotional reactions among organizational members, but little research attention has been paid to the interplay of emotion and organizational politics. The current chapter attempts to addresses this void by providing an updated review of the literature on emotion as it pertains to perceptions of organizational politics (POP), political behaviour and political skill. Based on this review, we propose an integrative model describing the relationships between organizational politics, emotional reactions, emotional intelligence and work outcomes, along with specific propositions. According to the model, POP and aggressive political behaviours such as intimidation, pressure, assertiveness, coalitions and upward appeals elicit negative emotional reactions, which, in turn, affect work outcomes. The model further proposes that emotional intelligence serves as a buffer against the negative emotional reactions evoked by organizational politics. We also discuss directions for future research and point out potential methodological concerns in the exploration of emotion in organizational politics.