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It has been argued that political skill is one of the most important competencies leaders can possess, contributing to effectiveness in organizations. However, little empirical research has been conducted to date to test notions concerning the effects of leader political skill on employee reactions. In this study, a causal model was proposed and tested which demonstrated support for the effects of leader political skill on perceived support, trust, and other reactions of employees. Implications of these results and directions for future research are discussed.