This paper attempts to understand the factors involved in learning organisation culture that contribute to the empowerment of women in Indian higher education institutions. This paper employs the learning organisation culture model developed by Watkins & Marsick (1993, 1999) as its conceptual framework. Thus, the study analyses the effects of seven independent dimensions of the model and two performance variables, viz., knowledge performance and financial performance using mixed methods research. The qualitative analysis employs in-depth interviews with 18 women staff members who were nominated and selected for a national-level UGC program on “Capacity building of women managers in higher education institutions.” The decoded data is summarised after constant comparative analysis. It is inferred that Indian institutions of higher education are yet to become truly learning organisations. Similarly, the quantitative analysis relies on empirical data with a sample of 150 women faculty members from ten different institutions in order to determine the association between the variables. It is evident from the findings of the factor analysis that there are five factors that determine the association between organisational learning culture and the two performance variables, viz., knowledge performance and financial performance.