Purpose: This paper seeks to present an empirical study on organizational learning in Indian educational organizations. Design/methodology/approach: The Learning Organization Profile (LOP) Survey is used as the tool for eliciting responses from the staff regarding the nature and state of organizational learning prevailing in educational settings. The study attempts to highlight the extent of organizational learning in technological institutes of repute in both the public and private sectors in India. Factor analysis and descriptive statistics have been used to analyze data and to make comparisons "vis-a-vis" ownership of organization and employee category. Findings: Results indicate that the extent of organizational learning is below the expected level in both public and private sectors. Significant difference exists between public and private organizations in terms of the extent as well as dimensions of organizational learning. As leadership has emerged as the most valued factor in the private sector institutes and third among eight dimensions in the public ones, the onus lies in leading these institutes with able managers who inspire the employees to learn and adapt. The management has opportunity to enhance the potential of the academic institutes for learning by choosing effective leaders who provide direction and vision for employees. The role of transformational leadership is important in the context of Indian technological institutes. Originality/value: Development of learning culture is becoming a dominant theme in the strategic plans of many organizations today. Hence, it is vital to investigate the nature and extent of organizational learning as prevailing in the sector of higher education and learning, specifically in the Indian context. The study differentiates organizational learning practices in public and private undertakings. It also examines the dimensions of organizational learning as experienced by different categories of employees constituting the organization. (Contains 7 tables.)