This research explores how servant leadership and career development practices shape the tendency of employees to speak up within State Polytechnics in East Java, Indonesia. Guided by the Stimulus–Organism–Response (SOR) framework, the study collects data from 182 administrative staff across seven institutions using a structured questionnaire, and analyses the relationships through PLS-SEM. The findings show that when leaders adopt a servant-oriented approach and organisations offer clear opportunities for career growth, employees become more engaged and more committed to their institutions. These heightened psychological states subsequently encourage employees to express ideas, concerns, and suggestions more proactively. Engagement and commitment act as crucial explanatory links between leadership, development opportunities, and voice behaviour. The study highlights the need for public higher education institutions to strengthen leadership practices and career development systems in order to cultivate a more participatory and responsive workforce. Additionally, by applying the SOR model in a hierarchical, non-Western organisational environment, the study demonstrates its broader relevance and stresses the importance of adapting leadership and development strategies to cultural contexts.
