I think this is also a property of relationships rather than just individuals, and for that reason, it's not something that will scale. It's especially fraught when you add someone new to a team that's already very high trust about feedback, particularly if that person is especially insecure and/or has had bad experiences where they felt humiliated by public feedback in the past.

That exact same person might have done fine with public feedback had they been there from the beginning, but you can't just toss someone into an established dynamic and expect them to have the same level of trust as the founding members.

Also -- and this is a thing that a lot of companies/teams who strive for ultra high emotional trust seem to neglect -- some people do act in bad faith. When you lean too hard into the "bring your authentic self" school of thought, you strip your team of crucial emotional protections that corporate environments are designed to provide, and all it takes is one high-functioning person with deep seated personality issues (and that describes a large portion of the general population) to cause serious emotional damage in that kind of environment. Even if you have leadership with the abnormally high emotional intelligence and agility to navigate and repair that damage when it happens, it's going to be an enormous drain on them.