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Explores leader‐follower dynamics within a context of a learning organization. Examines the influence of leaders’ behaviours on their followers’ learning in an energy company based in western Canada. Using survey data gathered from 400 full‐time employees the researchers assessed Senge’s proposition in The Fifth Discipline (1990) that leadership behaviour, conceptualized in terms of three roles: steward, designer and teacher, facilitated informal learning. Using a learning questionnaire to measure supportive leadership practices for learning in the workplace, it is argued that the results revealed the presence of all three roles in the case study. Of the three, the “designer” role was the weakest at 57 percent agreement from respondents followed by 63 percent for “steward” and 67 percent for “teacher”. Significant differences in the level of agreement were found within duration of employment and occupational group. The data will encourage organizational leaders to reflect critically upon their activities if they are committed to the strategy of developing their intangible assets: people.

Assisted by new software and driven by internal budgets, managers’ “just‐in‐time training” is emerging as an interesting aspect of workplace learning, not least because it provokes re‐consideration of adult learning principles, and perhaps of educative understanding itself.