Workplace learning is the engine of professional growth, shaping how employees acquire, refine, and apply knowledge in dynamic organizational settings. This chapter explores workplace learning not as a fixed process, but as an evolving practice that thrives in both structured training programs and informal interactions. Leadership plays a pivotal role in fostering these learning environments, ensuring employees develop the skills, insights, and adaptability needed to navigate modern workplaces. Drawing on Polanyi’s concept of tacit knowing, the discussion highlights how much of what employees learn is experienced rather than explicitly taught—absorbed through observation, problem-solving, and social engagement. This unspoken knowledge, deeply embedded in professional routines, forms the backbone of expertise in organizations. Complementing this perspective is John Dewey’s pragmatic theories, which emphasize learning as an active, experiential process, shaped by real-world challenges and reinforced through reflection and practice. These ideas demonstrate that workplace learning is not passive—it is dynamic, hands-on, and continuously refined through experience. By linking these theories to human resource development, this chapter illustrates how organizations can strategically harness workplace learning to cultivate leadership, strengthen employee engagement, and enhance overall performance. A workplace that values continuous learning is not merely a site for work—it becomes a space for innovation, resilience, and long-term success.