Purpose – This paper aims to explore the independent and interactive leadership style and team processes on organisational learning in an Indian context. Design/methodology/approach – The methodology used is survey based. Primary data were collected from 36 Indian manufacturing sector executives and in total there were three teams (n=11, n=13 and n=12). Findings – It was found that overall leadership style and transactional leadership had significant positive impact on organisational learning. Furthermore, team processes like cohesion and support and confrontation and problem solving were also found to be important predictors of organisational learning. The interactive effect of independent variables on dependent variable was also positive and significant. Research limitations/implications – Discussions are performed and conclusions are drawn in the light of existing literature. The study bears implications for researchers to take on similar research in other contexts. Practical implications – The study bears significant implications for executives working in manufacturing organisations. It is suggested that transactional leadership style should be employed to contribute towards organisational learning in such firms. Moreover, the use of team processes will also help in enhancing learning at the team and organisational levels. Originality/value – This paper identifies two significant criterion variables to predict organisational learning. It is a pioneering effort to use team processes and leadership style together as predictors of organisational learning in Indian context.