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This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian public sector. Strengthening knowledge sharing function is essential for enabling public institutions around the world to be more productive.

This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian local government. Stratified random sampling techniques were used and the sampling frame comprised 1,000 staff using postal surveys. Data analyses were carried out using analysis of variance and correlations to test the research hypotheses.

The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success.

This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively.

In response to the prevalent significance of combating climate change, government agencies are required to achieve the critical goals of protecting natural resources, fostering long-term growth and promoting environmental sustainability. On this account, this study aims to investigate the moderating effect of knowledge sharing on the relationship between transformational leadership style and environmental sustainability.

To ensure the accuracy of the outcome, the study was designed using the resource-based view approach, comprising a sample of 276 employees across various United Arab Emirates (UAE) ministries, administering a validated questionnaire. The non-parametric software (i.e. Smart PLS 4) was used to analyse the data.

The findings indicated that three dimensions of transformational leadership style, idealised influence, individualised consideration and intellectual stimulation, were significantly related to environmental sustainability. Inspirational motivation, however, did not predict environmental sustainability.

In terms of value, the novelty of this study is the theoretical foundations that it provides for future research on the role of knowledge sharing that can affect transformational leadership and environmental sustainability among the ministries in the UAE. This study also sets a benchmark for these ministries and other public sectors’ strategic decision-making process of increasing knowledge sharing through a transformational leadership style.