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Purpose - The purpose of this paper is to progress beyond Part 1, in which the research on followership was surveyed, showing it has significant practical importance in enhancing career and organizational value. Part 2 aims to present a comprehensive framework to understand followership and clarify how and where followership is different (and the same) as leadership. It seeks to show how previous research fits into this new framework, as well as highlighting gaps and opportunities. Part 3 aims to present examples of how this model can be used as a training tool, in mentoring, for performance appraisals, and for designing HR [human resource] solutions. Design/methodology/approach - The paper presents a new framework for followership, articulates its features, and puts it into the context of previous ideas about followership. Findings - There are real and important differences between leadership and followership. Some attributes and characteristics are unique to good followers while others, such as intelligence are generally applicable to all employees. Finally, followership can be understood as two separate competencies: leader support and personal manageability, which refer to situation-specific and generic followership behaviours respectively. Practical implications - The three articles are of particular interest to senior executives and HR departments. Originality/value - This paper presents a new way of understanding followership, and of putting it into perspective with leadership. As such, the three articles are of particular interest to senior executives and HR departments.