Synthesizing theories of empowering leadership, psychological engagement and individual learning capability, this paper built up and tested a theoretical model linking leader empowering behavior and employee individual learning capability via several intervening variables. The result showed that: (1) leader empowering behavior had significant positive impact on employee leader identification, colleague trust, psychological empowerment and psychological safety; (2) the relationship between leader empowering behavior and employee psychological empowerment was mediated by leader identification and colleague trust; (3) the relationship between leader empowering behavior and psychological safety was mediated by leader identification and colleague trust; (4) employee psychological safety was positively related to psychological empowerment; (5) employee psychological empowerment and safety had a positively influence on individual learning capability. Leader empowering behavior affected individual learning capability via two psychological mechanisms. One is “motivational path” which increased individual learning capability – leader empowering behavior positively affected leader identification and colleague trust, which in turn influenced psychological empowerment. The other path is “hygiene path” which decreased obstacles for individual learning – leader empowering behavior positively affected leader identification and colleague trust, which in turn influenced psychological safety. Psychological empowerment and psychological safety jointly advanced individual learning capability. This study mainly makes contributions to the field of organizational learning