Organisational learning occurs when the insights and learning of individual members are transferred to the larger organisational system. various organizational processes enable this transfer to take place effectively. this paper present an empirical investigation of the impact of different organizational processes on organizational learning. the study involved 260 middle and senior level managers from seven major sub-units of a large national organization engaged in R&D and project management. organisational processes of managerial orientation, allocation of managerial attention, conflict management and leadership styles were examined for their contribution to organizational learning. results suggest that organizational processes do bear significant association to the various organizational learning dimension. managers adopting developmental or nurturant-task styles of leadership, proactive methods of conflict management, haing an explicit agenda of change and innovation, supporting team learning and encouraging experimentation were found to contribute to organizational learning. avoidance behaviour in resolution of conflicts nad a style of leadership that concerns itself only with achievements of targets were conspicuous with their significant negative influence. the study also shows that learning organizations achieve superior performance.